annual report - cogta
TRANSCRIPT
Cooperative GovernanceTraditional Affairs
for the financial year
ANNUAL REPORT2014/15
for the financial year
ANNUAL REPORT2014/15
2
Table of Contents
Chapter 1 Part A: General Information 41.1 Contact Information 5
1.2 List of Abbreviations/Acronyms 6
1.3 Foreword by the Minister 9
1.4 Deputy Minister’s Statement 11
1.5 Report of the Accounting Officer: Department of Cooperative Governance 13
1.6 Statement of responsibility and confirmation of the accuracy of the Annual Report 16
1.7 Strategic overview 16
1.8 Legislative and Other Mandates 17
1.9 Organisational Structure for DCoG 20
1.10 Entities reporting to the Minister 21
Chapter 2 Part B: DCOG Performance Information 262.1 Auditor General’s Report: Predetermined Objectives 27
2.2 Overview of Departmental Performance 27
2.3 Strategic Outcome Orientated Goals 33
2.4 Performance Information by Programme 34
Chapter 3 Part C: Governance 743.1 Introduction 75
3.2 Risk Management 75
3.3 Fraud and Corruption 75
3.4 Minimising Conflict of Interest 76
3.5 Code of Conduct 76
3.6 Health Safety and Environmental Issues 76
3.7 Portfolio committees 77
3.8 SCOA Resolutions 78
3.9 Prior modifications to audit reports 78
3.10 Internal Audit Unit 79
3.11 Internal Audit and Audit Committees 79
3.12 Audit Committee Report inserted 79
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Chapter 4 Part D: Human Resource Management 824.1 Introduction 83
4.2 Human Resources Oversight Statistics 83
4.3 Personnel related expenditure 83
4.4 Employment and Vacancies 85
4.5 Filling of SMS Posts 87
4.6 Job Evaluation 90
4.7 Employment Changes 92
4.8 Employment Equity 4 95
4.9 Signing of Performance Agreements by SMS Members 99
4.10 Performance Rewards 100
4.11 Foreign Workers 102
4.12 Leave utilisation 103
4.13 HIV/AIDS & Health Promotion Programmes 105
4.14 Labour Relations 106
4.15 Skills development 108
4.16 Injury on duty 110
4.17 Utilisation of Consultants 110
4.18 Severance Packages 112
Chapter 5 Part E: Financial Information 1145.1 Report of the Accounting Officer on vote 3: Department of
Cooperative Governance and Traditional Affairs • For the Year Ended 31 March 2015 115
5.2 Report of the Auditor-General to Parliament on vote 3:
Department of Cooperative Governance and Traditional Affairs 125
5.3 Annual Financial Statements for National Department of Cooperative Governance 131
The Annual Report for the Department of Traditional Affairs
can be read on the reverse side of this book
4
Chapter 1Part A: General Information
1
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1.1 Contact Information
Department of
Cooperative Governance
No 87 Hamilton Street
Pretoria
0001
South Africa
Tel: 012 334 0777
Fax: 012 334 0603
E-mail: [email protected]
Website: www.cogta.gov.za
Published by:
The Department of
Cooperative Governance
and the Department of
Traditional Affairs
RP302/2014
ISBN: 978-0-9814215-8-2
COGTA Annual Report 2014/2015.
6
1.2 List of Abbreviations/Acronyms
Acronyms Full Definition
AG Auditor-General
AOSIS African Online Scientific Information System
APP Annual Performance Plan
AU African Union
BCM Buffalo City Municipality
CFOs Chief Executive Officers
CIPs Comprehensive Infrastructure Plans
COGHSTAs Cooperative Governance Human Settlements and Traditional Affairs
CoGTA Cooperative Governance and Traditional Affairs
CRLRC Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities
CSIR Council for Scientific and Industrial Research
CTLDC Commission on Traditional Leadership Disputes and Claims
CWP Community Work Programme
DAFF Department of Agriculture, Forestry and Fisheries
DCOG Department of Cooperative Governance
DG Director-General
DGRV German Co-operative and Raiffeisen Confederation
DM Disaster Management
DM District Municipality
DoRA Division of Revenue Act
DPSA Department of Public Service and Administration
DRA Division of Revenue Act
DTA Department of Traditional Affairs
DTI Department of Trade and Industry
DWA Department of Water Affairs
EC Eastern Cape
ECD Early Childhood Development
ENE Estimates of National Expenditure
FBS Free Basic Services
FBSA Fire Brigade Service Act
FET Further Education and Training
FS Free State
G&IGR Governance and Intergovernmental Relations
GIS Geographic Information System
HCM Human Capital Management
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Acronyms Full Definition
HR Human Resource
ICT Information Communication Technology
IDDR International Day for Disaster Reduction
IDP Integrated Development Programme
IGR Intergovernmental Relations
IGRF Inter-Governmental Relations Framework
IMSI Intergovernmental Monitoring, Support and Intervention Bill
IT Information Technology
IUDF Integrated Urban Development Framework
KPA Key Performance Area
KSDLM King Sabata Dalindyebo Local Municipality
KZN Kwa-Zulu Natal
LED Local Economic Development
LGLN Local Government Learning Network
LGSETA local Government Sector Education and Training Authority
LGTAS Local Government Turnaround Strategy
LOGOLA Local Government Leadership Academy
M&E Monitoring and Evaluation
MBD Municipal Demarcation Board
MEC Members of Executive Committee
MIG Municipal Infrastructure Grant
MinMEC Ministers and Members of Executive Council
MISA Municipal Infrastructure Support Agent
MoUs Memorandum of Understanding
MPAC Municipal Public Accounts Committees
MPRA Municipal Property Rates Act
MSA Municipal Systems Act
MTEF Medium Term Expenditure Framework
MTSF Medium Term Strategic Framework
NCBCF National Capacity Building Coordinating Forum
NDMC National Disaster Management Centre
NDP National Development Plan
NDRMET National Disaster Risk Management Education and Training
NFSF National Fire Services Framework
NGO’s Non-Government Organisations
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Acronyms Full Definition
NHTL National House of Traditional Leaders
NIRP National Inventory Research Project
NMCCMC National Municipal Capacity Coordination and Monitoring Committee
NT National Treasury
NW North West
PAAP Post Audit Action Plan
PAJA Promotion of Administrative Justice Act
PMGS Provincial and Municipal Government Support
PMU Project Management Unit
POA Programme of Action
PSI Public Service Infrastructure
PSP’s Professional Service Providers
SA South Africa
SAB South African Breweries
SACN South African Cities Network
SADC Southern African Development Countries
SALGA South African Local Government Association
SANCO South African National Civic Organisation
SAPS South Africa Police Services
SARS South African Revenue Services
SASRIA South African Special Risks Insurance Association
SIU Special Investigation Unit
SMART Specific, Measurable, Attainable, Realistic, Timely
SMS Senior Management Staff
TLGFA Traditional Leadership Governance Framework Act
TOR Terms of Reference
TSUs Technical Support Units
UCLGA United Cities and Local Government of Africa
WC Western Cape
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1.3 Foreword by the Minister
This period marks an important milestone in the de-
velopment and maturation of our system of local
government. As we enter the next phase of develop-
mental local government, we are guided by the strides
we have made towards democratizing local governance,
the restoration of the dignity of our people through the
delivery of basic services and the cultivation of an envi-
ronment that is conducive for doing business and pro-
moting job creation within municipalities. We also enter
this phase fully cognisant of the challenges facing local
government – both self-imposed failures and challeng-
es that are dictated by the external environment, such
as the global economic meltdown.
Our assessment of the state of local government, con-
ducted in the 2014/15 year, revealed that while much
has been achieved in the 15-year existence of the local
government system, some serious challenges still per-
sist. The delivery of basic services needs improvement
in many municipalities. Efforts need to be made to bring
about political stability and improved governance. To
restore trust and strengthen the relationship between
municipalities and communities, credible ways and sys-
tems of citizen engagement need to be instituted. The
diagnosis further indicated that while about a third of
municipalities are doing well, the other third is at risk
and the rest require targeted support to make them
functional.
This Annual Report represents our effort to address the
weaknesses we have diagnosed, with the express in-
tent to improve the performance of municipalities that
were classified as “at risk” and “dysfunctional”. Our im-
mediate goal is to provide hands-on support and in-
terventions to ensure the migration of all dysfunctional
municipalities to better performing levels. Following the
launch of the Back-to-Basics programme by President
JG Zuma during the Presidential Local Government
Summit in September 2014, we have engaged with
municipalities, provincial governments and national
Mr. P Gordhan, MP Minister for Cooperative
Governance and Traditional Affairs
sector departments on strategies to eliminate dysfunc-
tionality in local government.
We are beginning to witness some positive shifts in
municipal governance and management broadly, which
signal that with the acceleration of the Back-to-Basics
programme, we are able to propel local government to
greater heights. We continue to provide support and
good governance packages to specific municipalities
such as Malamulele, Mogalakwena, Makana, Nelson
Mandela Bay Metro, Buffalo City and Oudtshoorn, to
restore and maintain stability. We vigilantly monitor leg-
islative compliance to ensure that municipalities employ
and attract qualified and committed personnel to take
responsibility for rendering services to communities in
municipalities.
The recently released municipal audit outcomes for
2013/14 confirm our view that with greater effort and
stronger intergovernmental cooperation, the negative
narrative around municipal financial management ca-
pabilities, can be reversed in favour of good governance
and better stewardship of the public resources in local
government.
I am also pleased to include the first annual report of
the Department of Traditional Affairs in accordance with
Treasury Regulations and the Public Finance Manage-
ment Act. This is a significant milestone for the Ministry
since the Department of Traditional Affairs is now able
to produce its own financial statements.
10
We recognise the important role played by traditional
leaders in rural areas. It is therefore fundamental that
they collaborate and cultivate harmonious relations with
municipalities to advance development and service de-
livery. In this regard, we are finalising regulations for the
participation of traditional leaders in municipal councils,
informed by Section 81 of the Municipal Structures Act.
This will provide uniform norms and standards across
provinces, and strengthen the participation of traditional
leaders in local government structures. We call upon
councillors to engage local houses and traditional coun-
cils to discuss programmes impacting on rural commu-
nities. This will indeed promote and advance social co-
hesion, development and service delivery. We envisage
finalising the regulations during the 2015/16 financial
year. Our goal is to increase the number of municipali-
ties with harmonious relations with traditional councils
for improved service delivery.
We continue with the campaign on zero initiation
deaths. In the past few years, we have witnessed var-
ious forms of abuse, ranging from physical abuse to
deaths of initiates mainly due to illegal practices and
commercialisation of this custom. The following are
basic requirements for the establishment of initiation
schools, which we will monitor closely with our tradi-
tional leaders, the Houses of Traditional Leadership and
provinces:
§ Registered schools with permits.
§ Recognized surgeons.
§ Pre-screened initiates.
§ Consent by parents, guardians and the initiates.
§ Guardianship, custodianship and accountability ex-
pected from traditional leaders.
We have furthermore, developed a National Initiation
Policy towards regulating the practice of initiation. The
policy is currently being taken through the Cabinet pro-
cess. We envisage drafting legislation in 2015/16. The
policy is already being implemented by various provinc-
es from 2015/16.
The Traditional Affairs Bill has been finalised. In this
current financial year, it will be resubmitted to Cabinet
and subsequently tabled in Parliament. Once the Bill
is enacted, it will among others provide for the estab-
lishment of specific Khoi-San structures, as well as the
integration of recognised Khoi-San leaders into exist-
ing traditional leadership structures. The Bill will also
strengthen the developmental role of the institution of
traditional leadership.
We have made significant strides over the last year in
confronting the challenges facing the institution of tra-
ditional leadership in the 21st century. Through this we
aim to ensure that traditional leaders remain a corner-
stone of our modern democracy.
We remain committed to the principle of a responsive
and accountable local government, a local government
by the people, for the people.
Mr. P Gordhan, MP
MINISTER FOR COOPERATIVE GOVERNANCE
AND TRADITIONAL AFFAIRS
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1.4 Deputy Minister’s Statement
The past year has been momentous for local gov-
ernment. The entire sector came together at a
Presidential Local Government Summit convened by
President Zuma in September 2014, took stock of the
state of local government and adopted the Back to Ba-
sics programme.
The Back to Basics programme is a plan of action to
ensure that local government realises its constitutional
mandate by putting people first, ensuring delivery of
basic services, good governance and sound financial
management while building strong institutions.
Despite phenomenal progress in expanding access to
basic services, South Africa still faces the triple chal-
lenges of poverty, unemployment and inequality. Our
National Development Plan (NDP) places local govern-
ment at the centre of addressing these challenges. For
this reason, the Community Work Programme (CWP)
continues to be a vitally important government pro-
gramme entrusted to CoGTA to implement.
CWP provides employment of at least two days a week
to the unemployed to engage in socially useful work.
Among its core beneficiaries are women and young
people.
In the financial year ending March 2015 the CWP cre-
ated 202 634 work opportunities. Government is com-
mitted to expand the CWP to every municipality in the
country and to create one million work opportunities
by 2019.
Our National Development Plan also places the imper-
ative of transforming apartheid spatial patterns and the
effective management of urbanization at its core.
By 2050 eight in ten South Africans will live in urban ar-
eas. CoGTA has been tasked by Cabinet to co-ordinate
the formulation of government’s Integrated Urban De-
velopment Framework (IUDF) in line with the vision of
Mr. A Nel, MP Deputy Minister for
Cooperative Governance
the NDP. The IUDF offers a new deal for South Africa’s
towns and cities.
The NDP envisages that by 2030, South Africa should
start enjoying: “Liveable, safe, resource-efficient cities
and towns that are socially integrated, economically
inclusive and globally competitive, where residents ac-
tively participate in urban life.”
This vision is based on the imperatives of:
§ Access: To ensure people have access to social and
economic services, opportunities and choices.
§ Growth: To harness urban dynamism for inclusive,
sustainable economic growth and development.
§ Governance: To enhance the capacity of the state
and its citizens to work together to achieve social
integration.
§ Spatial transformation: To forge new spatial forms
in settlement, transport, social and economic areas.
Last year, Cabinet approved a draft Integrated Urban
Development Framework for public consultation. Cabi-
net expects to approve a final policy by the end of 2015.
The success or failure of the IUDF will mean the differ-
ence between being a nation united in our diversity, or
being a people living together separately.
As we mark the 60th anniversary of the Freedom Char-
ter, the IUDF gives meaning to the Charter’s vision that
“South Africa belongs to all who live in it.”
12
The Back to Basics programme is a plan of action to
ensure that local government realises its constitution-
al mandate by putting people first, ensuring delivery of
basic services, good governance and sound financial
management while building strong institutions.
Despite phenomenal progress in expanding access to
basic services, South Africa still faces the triple chal-
lenges of poverty, unemployment and inequality. Our
National Development Plan (NDP) places local govern-
ment at the centre of addressing these challenges. For
this reason, the Community Work Programme (CWP)
continues to be a vitally important government pro-
gramme entrusted to CoGTA to implement.
CWP provides employment of at least two days a week
to the unemployed to engage in socially useful work.
Among its core beneficiaries are women and young
people.
In the financial year ending March 2015 the CWP cre-
ated 202 634 work opportunities. Government is com-
mitted to expand the CWP to every municipality in the
country and to create one million work opportunities
by 2019.
Our National Development Plan also places the imper-
ative of transforming apartheid spatial patterns and the
effective management of urbanization at its core.
By 2050 eight in ten South Africans will live in urban
areas. CoGTA has been tasked by Cabinet to co-ordi-
nate the formulation of government’s Integrated Urban
Development Framework (IUDF) in line with the vision
of the NDP. The IUDF offers a new deal for South
Africa’s towns and cities.
The NDP envisages that by 2030 South Africa should
start enjoying: “Liveable, safe, resource-efficient cities
and towns that are socially integrated, economically
inclusive and globally competitive, where residents ac-
tively participate in urban life.”
This vision is based on the imperatives of:
§ Access: To ensure people have access to social and
economic services, opportunities and choices.
§ Growth: To harness urban dynamism for inclusive,
sustainable economic growth and development.
§ Governance: To enhance the capacity of the state
and its citizens to work together to achieve social
integration.
§ Spatial transformation: To forge new spatial forms in
settlement, transport, social and economic areas.
Last year Cabinet approved a draft Integrated Urban
Development Framework for public consultation. Cabi-
net expects to approve a final policy by the end of 2015.
The success or failure of the IUDF will mean the differ-
ence between being a nation united in our diversity or
being people living together separately.
As we mark the 60th anniversary of the Freedom Char-
ter, the IUDF gives meaning to the Charter’s vision that
“South Africa belongs to all who live in it.”
Mr. A Nel, MP
DEPUTY MINISTER
FOR COOPERATIVE GOVERNANCE
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1.5 Report of the Accounting Officer: Department of Cooperative Governance
Mr. V Madonsela Director General:
Department for Cooperative Governance
The year 2014 witnessed the fifth national elections
of the democratic era. The newly-appointed Minis-
ter of COGTA, Minister Pravin Gordhan, in his July 2014
budget vote speech spelled out the Back to Basics
(B2B) approach as Government’s new programme of
action to improve the performance of local government.
The department, in partnership with other sector de-
partments, provinces and municipalities, is committed
to achieving the goals set out in the B2B programme,
as we celebrate the 15th year of democratic local gov-
ernment.
Following the launch of the national B2B programme
at a Presidential Local Government Summit held in
September 2014, the department conducted extensive
diagnostic assessments of the state of municipalities
in the country. Through this assessment process, the
department established that the top third of municipal-
ities are performing very well, the middle third are fairly
functional and performance is average, and the bottom
third are dysfunctional, and require significant interven-
tions to ensure that they become functional.
COGTA, in conjunction with all the provinces, has es-
tablished Back to Basics multi-sectoral, provincial task
teams. These teams comprise key sector departments
and institutions such as Water and Sanitation, Energy,
Transport, Rural Development and Land Reform, Na-
tional and Provincial Treasuries, Environmental Affairs,
the South African Local Government Association and
the Development Bank of Southern Africa.
During the first phase of B2B implementation, the pro-
vincial task teams conducted on-site visits to all munici-
palities from October to November 2014, with a view to
reviewing and confirming the diagnostic assessments
that were conducted during August 2014. Municipal
action plans and support packages were developed
during these visits. The action plans focus on various
areas such as governance matters, staffing and human
resource issues, financial management and maladmin-
istration, water supply, and infrastructure development
and delivery. The majority of provinces have launched
the B2B programme.
Unannounced visits to hotspot municipalities were also
undertaken by the Minister, Deputy Ministers, MECs
and political leadership of various provinces and sec-
tor departments to address service delivery and gover-
nance issues confronting these municipalities. Some of
the municipalities visited were Makana, Nelson Man-
dela Bay and Buffalo City in the Eastern Cape Province;
Moretele in North West Province; Oudtshoorn and
Swellendam in Western Cape; Mogalakwena and Thu-
lamela in Limpopo; Randfontein and Johannesburg in
Gauteng Province.
Based on the monthly B2B reports received from mu-
nicipalities and analysed by the Command Centre in
COGTA, we have witnessed gradual improvements in
municipalities in a number of areas. By holding regular
ward committee meetings, the public’s involvement in
local government processes has increased and so has
the trust and confidence in our municipalities. This has
been strengthened by reducing response times to ser-
vice delivery challenges, the holding of regular council
meetings, the establishment of sound financial man-
agement practices in the awarding of tenders and the
fast-tracking of Section 56 appointments, including the
positions of the municipal manager and chief financial
14
officer. However, significant challenges remain to be
dealt with over the MTEF.
The total allocation for the Municipal Infrastructure Grant
(MIG) for the 2014/15 was R14,8 billion. As at 31 March
2015, 100 percent of the allocation was transferred to
municipalities to assist in addresssing service backlogs,
with a special focus on the 27 priority district munici-
palities. The projects implemented include those deal-
ing with water, sanitation, community or street lighting,
road and storm water, solid waste, sport and various
other public facilities. In addition, 40 municipalities were
assisted in reviewing their indigent policy to facilitate
the provision of Free Basic Services.
Strengthening the internal capacity of municipalities
for the delivery and maintenance of basic service infra-
structure is one of the challenges we face. During the
2014/15 financial year, the Municipal Infastructure Sup-
port Agency (MISA) deployed 53 Technical Consultants
to 121 municipalities across the country. In an attempt
to enhance municipal technical support and build ca-
pacity for the local government sector, MISA deployed
409 Apprentices, 27 Young Professionals, and 67 Expe-
riential Learners to a total of 64 municipalities. A total
of 139 trainee Water and Sanitation Process Controllers
were also deployed to municipalities to gain work ex-
perience, but to also provide much needed support to
municipalities.
We continue to work towards professionalising munic-
ipal administration and ending the incidence of irreg-
ular and inappropriate appointments of senior officials
in local government. The draft Local Government: Mu-
nicipal Staff Regulations and Guidelines, setting out uni-
form municipal staff systems and procedures, has been
completed. The setting of these uniform standards will
strengthen the capacity of municipalities to perform
their functions by ensuring that municipalities appoint
suitably qualified and competent persons.
The department was successful in facilitating the es-
tablishment of ward committees and strengthening
their oversight functions in terms of monitoring and re-
porting of community progress against the Integrated
Development Plans (IDPs), Service Delivery Business
Improvement Plans (SDBIPs) and ward level service
improvement plans. As at 31 March 2015, 4 277 ward
committees had been established.
Reducing poverty and unemployment is one of gov-
ernment’s priorities. COGTA tackles this through the
Community Work Programme (CWP). During 2014/15,
the CWP was implemented in 185 sites spread over
159 municipalities and benefitted communities liv-
ing in more than 2000 wards across the country. The
programme largely benefitted 202 447 participants,
with women constituting 75% of participants, and
youth making up 45%. By the end of the financial year
2014/15, the CWP programme underspent its budget
due to the implementation of changes to the new in-
stitutional model. The induction of new implementing
agents and the re-registration of participants took lon-
ger than anticipated. This meant that the inception of
new sites and procurement could only start during the
third quarter.
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The Integrated Urban Development Framework (IUDF),
which will guide the management of urban spaces, was
approved for public consultation by Cabinet in August
2014. Through the IUDF we aim to reimagine South Af-
rica’s urban spaces and create cities that are socially
integrated, economically inclusive and globally compet-
itive.
National policy documents developed by the depart-
ment include the Draft White Paper on Forest Services,
the Disaster Management Amendment Bill and the Na-
tional Fire Safety and Prevention Strategy. This will pro-
mote an integrated and coordinated system of disaster
management in the country.
In an effort to strengthen measures to prevent and
combat fraud and corruption in municipalities, anti-cor-
ruption technical working groups were established in all
provinces. The outcome of the assessment of forensic
reports commissioned by provinces, will assist in terms
of facilitating criminal, civil and asset forfeiture actions
in collaboration with law enforcement agencies.
In preparation for the fourth democratic local govern-
ment elections, the number of councillors for each mu-
nicipal council has been determined by MECs based on
the formulae that was published by the Minister in the
Government Gazette on 9 September 2014. The Munic-
ipal Demarcation Board (MDB) is currently redetermin-
ing the boundaries of municipalities that are financially
unviable. It is envisaged that final ward boundaries will
be handed over to the Independent Electoral Commis-
sion in November 2015.
The year 2014/25 has witnessed refreshing winds of
change blowing through the local government sector
by dint of the implementation of the Back to Basics
programme. We would like to thank everyone who
dedicated their time and energy to implement our pri-
orities. The sterling leadership by the Honourable Min-
ister Pravin Gordhan and the passion and dedication
of employees is demonstrated in the unqualified audit
opinion delivered by the Auditor-General. Together we
will Move South Africa Forward in the 2015/16 financial
year.
Mr Vusi Madonsela
DIRECTOR GENERAL: DEPARTMENT OF
COOPERATIVE GOVERNANCE
16
1.6 Statement of responsibility and confirmation of the accuracy of the Annual Report
See Annexure E
1.7 Strategic overview The situation analysis outlines the context and circumstances that the Department will respond to with its programmes
during the next five years.
MISSIONOur mission is to facilitate cooperative governance throughout all
spheres of government in order to build a capable state that fulfills
its developmental role through:
§ Development of appropriate policies, integrated programmes
and regulatory mechanisms;
§ Promotion of service delivery support through enabling mecha-
nisms and intergovernmental relations;
§ Achievement of social cohesion through the creation of en-
abling mechanisms for communities to participate in gover-
nance; and
§ Monitoring and evaluating the implementation of cooperative
governance policies and programmes.
VALUESGuided by the spirit of Batho Pele, our values are:
§ Professionalism and integrity;
§ Goal orientation;
§ Participation; and
§ Innovation and Service Excellence.
Performance Environment
VISIONAn integrated, responsive,
accountable and effective
system of Cooperative
Governance.
17
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1.8 Legislative and Other Mandates
Constitutional mandate
CoGTA’s mandate is primarily derived from Chapters
3, 5, 6, 7, and 9 of the Constitution of the Republic of
South Africa, 1996, hereafter referred to as the Consti-
tution.
§ Chapter 3 - This chapter deals with cooperative
government and intergovernmental relations. The
Department will have to ensure that we observe and
adhere to the principles expressed in this chapter
and that we conduct our activities within its param-
eters.
§ Chapter 5 - This chapter deals with national inter-
vention in provincial administration when a province
cannot or does not fulfil its executive obligations in
terms of the Constitution or legislation.
§ Chapter 6 - This chapter deals with provincial inter-
vention in local government, in particular when mu-
nicipalities are unable to fulfil their executive obliga-
tion. Chapter 6 is also relevant when a municipality,
as a result of financial crisis, breaches its duties to
provide basic services in order to meet its financial
obligations.
§ Chapter 7- The chapter deals inter alia with munic-
ipalities in cooperative governance. The Department,
by legislation, must support and strengthen the ca-
pacity of municipalities to manage their own affairs,
exercise their powers and perform their functions.
§ Chapter 9 - This chapter deals with those institu-
tions whose role requires strengthening the consti-
tutional democracy of the country. The DCoG has to
comply with all legislative frameworks in this chapter
in order to conform with legislative frameworks fall-
ing under the auspices of institutions such as the
Auditor-General and Public Protector.
Our primary mandate is to:
§ Develop and monitor the implementation of nation-
al policy and legislation seeking to transform and
strengthen key institutions and mechanisms of gov-
ernance to fulfil their developmental role.
§ Develop, promote and monitor mechanisms, sys-
tems and structures to enable integrated service de-
livery and implementation within government.
§ Promote sustainable development by providing sup-
port to and exercising oversight over provincial and
local government.
18
Legislative mandate
As a national department, our function is to develop national policies and legislation with regard to local government and
to monitor, inter alia, the implementation of the following:
Name of Legislation
Mandate
Municipal Property Rates Act, 2004 (Act No.6 of 2004)
To regulate the power of a municipality to impose rates on property; to exclude certain properties from rating in the national interest; to make provision for municipalities to im-plement a transparent and fair system of exemptions, reductions and rebates through their rating policies; to make provision for fair and equitable valuation methods of properties; and to make provision for an objections and appeals process therewith.
Local Government:
Municipal Finance Management Act, 2003 (Act No 56 of 2003)
To secure sound and sustainable management of the financial affairs of municipalities and other institutions in the local sphere of government; to establish treasury norms and stan-dards for the local sphere of government; and to provide for matters connected therewith.
Disaster Manage-ment Act, 2002 (Act No. 57 of 2002)
To provide for:
• An integrated and coordinated disaster management policy, which focuses on pre-venting or reducing the risk of disasters, mitigating the severity of disasters, emergency preparedness, rapid and effective response to disasters and post-disaster recovery.
• The establishment of national, provincial and municipal disaster management centres.• Disaster management volunteers.• Matters incidental thereto.
Local Government:
Municipal Systems Act, 2000 (Act No. 32 of 2000)
To provide for the core principles, mechanisms and processes that are necessary to enable municipalities to move progressively towards the social and economic upliftment of local communities; to ensure universal access to essential services that are affordable to all; to define the legal nature of a municipality as including the local community within the municipal area, working in partnership with the municipality’s political and administrative structures; to provide for the manner in which municipal powers and functions are exer-cised and performed; to provide for community participation; to establish a simple and en-abling framework for the core processes of planning, performance management, resource mobilisation and organisational change, which underpin the notion of developmental local government; to provide a framework for local public administration and human resource development; to empower the poor and ensure that municipalities establish service tariffs and credit control policies that take their needs into account, by providing a framework for the provision of services, service delivery agreements and municipal service districts; to provide for credit control and debt collection; to establish a framework for support, moni-toring and standard setting by other spheres of government in order to progressively build local government into an efficient, frontline development agency capable of integrating the activities of all spheres of government for the overall social and economic upliftment of communities in harmony with their local natural environment.
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Name of Legislation
Mandate
Local Government:
Municipal Structures Act,1998 (Act No. 117 of1998)
To provide for the establishment of municipalities, in accordance with the requirements relating to categories and types of municipality; to establish criteria for determining the category of municipality to be established in an area; to define the types of municipality that may be established within each category; to provide for an appropriate division of functions and powers between categories of municipality; to regulate the internal systems, structures and office-bearers of municipalities; to provide for appropriate electoral systems; and to provide for matters in connection therewith.
The Intergovern-mental Relations Framework Act(Act No. 13, of 2005)
The objective of this Act is to facilitate coordination by the three spheres of government in the implementation of policy and legislation. It is a Framework Act, which allows for flexibility between the spheres in meeting the challenges within the conduct and practice of cooperative government. It also provides for the basic architecture of intergovernmental structures and for processes to guide the settlement of intergovernmental disputes.
Local Government:
Municipal Demarca-tion Act, 1998 (Act No. 27 of 1998)
To provide for criteria and procedures for the determination of municipal boundaries by an independent authority; and to provide for matters connected thereto.
Organised Local
Government Act, 52 of 1997
To provide for the recognition of national and provincial organisations representing the different categories of municipalities; to determine procedures by which local govern-ment may designate representatives to participate in the National Council of Provinces; to determine procedures by which local government may consult with national and provincial government; to determine procedures by which local government may nominate persons to the Financial and Fiscal Commission; and to provide for matters connected therewith.
Fire Brigade Ser-vices
Act, 99 of 1987
To provide for the establishment, maintenance, employment, coordination and standardisa-tion of Fire Brigade Services; and for matters connected therewith.
Remuneration of Public Bearers Act, 20 of 1998
To provide for a framework determining the salaries and allowances of the President, members of the National Assembly, permanent delegates to the National Council of Provinces, Deputy President, ministers, deputy ministers, traditional leaders, members of provincial Houses of Traditional Leaders and members of the Council of Traditional Lead-ers; to provide for a framework determining the upper limit of salaries and allowances of Premiers, members of Executive Councils, members of provincial legislatures and mem-bers of Municipal Councils; to provide for a framework determining pension and medical aid benefits of office bearers; to provide for the repeal of certain laws; and to provide for matters connected therewith.
Local Government:
Cross-Boundary
Municipal Act,
29 of 2000
To give effect to section 155(6A) of the Constitution by authorising the provincial execu-tives affected to establish cross-boundary municipalities; to provide for the re-determina-tion of the boundaries of such municipalities under certain circumstances; and to provide for matters connected therewith.
20
1.9 Organisational Structure for DCoG
MINISTRY Cooperative Governance
and Traditional Affairs
Mr P Gordhan (MP)
CHIEF DIRECTORATE
Communication and Marketing
CHIEF DIRECTORATELegislative Review
and Drafting
Ms V Ndah
CHIEF DIRECTORATE
Internal Audit
Ms S Ramanand
CHIEF OPERATING
OFFICERDr KL Sebego
Policy, Research and Knowledge
Management Support
Mr T Fosi
Department of Cooperative Governance
DIRECTOR-GENERAL Mr V Madonsela
BRANCHCorporate and
Financial Services
Ms D Snyman (Acting)
National Disaster
Management Centre
Mr K Terry
BRANCH Infrastructure and Economic Development
Mr T Fosi (Acting)
Governance and Inter–governmental
Relations
Mr. KTM Sigidi
BRANCHProvincial and
Municipal Government
Support
Ms S Majiet
Department of Cooperative Governance
DEPUTY MINISTERMr A Nel (MP)
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1.10 Entities reporting to the Minister
ment) was included in the scope of the review. The
Infrastructure Grant Review has reviewed and contin-
ues to review ways to maximise existing resources via
reforms to capital grants to municipalities, rather than
seeking solutions that require additional funds or signif-
icant reforms to operating or capacity building grants.
SALGA developed and launched the multidisciplinary
Municipal Audit Support Programme (MASP) which is
based on 4 pillars: Leadership, Governance, Financial
Management and Institutional Capacity to assist all mu-
nicipalities to maintain good audit outcomes (unquali-
fied with no findings or with findings) and to improve
poor audit outcomes (disclaimer, adverse, qualified and
audits not finalized) by focusing on the 4 pillars. The
MASP is placing particular emphasis on those munic-
ipalities with adverse/disclaimer opinions as well as
those municipalities whose audits were not finalized by
the legislated deadline – these were termed “red zone”
municipalities. SALGA also finalized an agreement with
a research institute called PARI to perform research into
the Red Zone Municipalities. During the financial year,
22 municipalities were assisted and nine of those have
migrated from the red zone.
The Water Services Master Classes were conducted
during this financial year. As part of a wider package
of interventions SALGA developed guidelines to assist
municipalities to improve their relationship with min-
ing houses in the delivery of social/rental housing. The
guidelines, which plainly set out the legislation and re-
lated responsibilities of the mining companies towards
the municipality and community, will serve to strength-
en the position of municipalities so that they more firm-
ly engage with mining companies and leverage private
sector resources for the achievement of development
priorities as set out in the IDP. As part of the Dutch
Ministry that funds social housing programme to im-
1.10.1 South African Local Government Association (SALGA)
The South African Local Government Association (SAL-
GA) was founded in December 1996 and is mandat-
ed by the Constitution to assist in the comprehensive
transformation of local government. The Organised Lo-
cal Government Act (1998) recognises the association
as representative of organised local government, and
allows organised local government to designate up to
10 part-time representatives to the National Council of
Provinces in Parliament and to nominate two represen-
tatives to the Financial and Fiscal Commission, which
advises government on budget issues. The association
participates in intergovernmental structures at a provin-
cial and district level, and is therefore able to influence
national and provincial legislation and gauge its impact
on local government.
Highlights for 2014/15 Financial Year
During the year under review SALGA participated in in-
tergovernmental structures, including the NCOP where
the designation of the part-time representatives to the
NCOP improved the visibility of SALGA and provided
consistency in terms of representation, advocating and
lobbying for the interests of local government. As part
of its lobbying mandate, SALGA lobbied the 2014 Bud-
get Forum for Municipal Demarcation Transition Grant
for municipalities to be affected by the new proposed
municipal demarcation boundaries. The transition grant
is to subsidise additional institutional and administrative
costs arising from boundary changes to take effect sub-
sequent 2016 Elections.
Through participation in the Infrastructure Grant Review
process, SALGA ensured that the issue of renewal (re-
furbishment, rehabilitation and overall asset manage-
22
prove the capacity of municipalities to deliver social and
rental housing, SALGA undertook a number of projects
in 2014/15, targeting the 13 municipalities which have
been selected for the delivery of social housing. For
three metro municipalities namely, eThekwini, Nel-
son Mandela and Mangaung, hands on support was
provided in the form of policy, strategy development,
and project implementation. The overall impact was to
strengthen the municipalities to deliver social housing,
specifically as a result of technical assistance and ad-
vice provided by SALGA and peer learning.
On Electricity matters, SALGA signed a Memorandum
of Understanding (MOU) with Eskom on 30 October
2014 to establish a cooperative and collaborative work-
ing relationship between Eskom, SALGA (and ultimate-
ly, municipalities) to work towards the long term sus-
tainability of electricity reticulation. The MOU highlights
the electricity distribution industry issues in general,
and the specific operational challenges impacting de-
livery of electricity to end users that the partnership will
address.
During the year under review, SALGA continued to build
on its strength as an effective employer organisation. A
total number of 1566 cases were recorded during the
year under review, including both conciliation, litigation
and arbitration. Effective legal representation by SALGA
resulted in the long standing Wage Curve dispute being
finalized by the Labour Appeal Court in favor of affected
municipalities. 274 municipal employees across prov-
inces were trained on Task Job Evaluation (JE), who will
then serve in their respective various JE unit structures
all municipalities.
SALGA has worked with the Department of Science
and Technology (DST) and CSIR in building technical
skills in the waste management sector through the de-
velopment of formal qualifications on waste manage-
ment. The sector did not have a dedicated qualification
and as such two postgraduate degrees specifically on
waste management were developed: the BSc Hons
(Waste Management) through the University of North
West and MSc (Waste Management) through the Uni-
versity of Natal. The first intake of students was 2015
for the BSc Hons and the MSc will commence with the
enrolment in 2016 at the University of Natal.
The knowledge sharing and advocacy in renewable en-
ergy and energy efficient innovations activities have been
undertaken mainly in the form of workshops. Most of
these knowledge sharing workshops were structured ac-
cording to the priorities identified in the SALGA Renew-
able Energy and Energy Efficient (REEE) strategy for local
government, and in particular on:
i) institutionalisation of the energy mandate (energy
strategies),
ii) municipal own energy efficiency and
iii) energy access for all.
Around 120 municipalities participated in different en-
ergy efficiency and knowledge sharing innovations on
energy efficiency and renewable energy. The roll out of
the small towns regeneration training programme creat-
ed an awareness among municipal officials on why and
how should small town regeneration be prioritised as vi-
tal spaces for regional and local economic development,
provided a platform for economic development practi-
tioners to share international and national good practice
on implementing sustainable and meaningful small town
regeneration approaches, contextualised small towns re-
generation as a systematic and holistic approach cover-
ing areas such as governance, infrastructure provision,
maintenance and financial management, which must
find expression in the overall Integrated Development
Plan of municipalities, and equipped participants with a
practical approach of identifying stakeholders, defining
their role(s) and meaningful participation.
The Launch and establishment of the SALGA Centre for
Leadership and Governance (SCLG) is another milestone
for SALGA. The SCLG will develop municipal leaders who
will drive a development agenda through active reflec-
tion and thought leadership in the sector. The medium
to long term implementation of coherent learning and
knowledge programmes through the SALGA Centre for
Leadership and Governance should result in improved
audit reports from the Auditor General, enhancement
and evidence based decision making at a local level and
improved decision making at all spheres of government
as local leaders take up national and provincial leadership
positions. SALGA also facilitated training (Portfolio based
training) and Leadership Development Programmes for
Councillors and Senior Municipal Officials benefiting a
total of 1,149 (Councillors and Senior Municipal) officials.
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During the year under review, SALGA’s enhanced pro-
filing of local government in continental and global
forums and platforms, as well as strengthening local
governance and decentralisation globally. SALGA also
played a critical role in re-unifying the United Cities and
Local Governments of Africa (UCLGA) and are currently
leading the Southern African chapter of the organisa-
tion, particularly to strengthen local democracy in our
neighbouring countries and support the establishment
of local government associations in the SADC region.
SALGA played a role in the UCLG and Commonwealth
Local Government Forum (CLGF) and other international
organisations.
1.10.2 South African Cities Network (SACN)
South African Cities Network (SACN) is an established
network of South African cities and partners that en-
courages the exchange of information, experience and
best practices on urban development and city manage-
ment. It is an initiative of the Minister for Cooperative
Governance and Traditional Affairs and nine city mu-
nicipalities, in partnership with the South African Local
Government Association (SALGA). The SACN shares
knowledge of large city government experiences within
the global and national economic development con-
texts; and promotes partnerships between or among
the spheres of government in the interests of enhancing
good city governance in South Africa.
During the year under review, the work of SACN has
continued to be informed by the 2011–2016 medi-
um-term strategic framework and business plan, which
clearly articulates the three key challenges facing South
African local governments as:
i) The need for qualitative spatial transformation;
ii) Dealing with city challenges and vulnerabilities that
are exacerbated by climate change and rapid urban-
isation; and
iii) The electorate’s negative image of local government.
Highlights for 2014/15 Financial Year
Execution of the 2015 National Urban Conference was
a key highlight for this financial year, an event which
is associated with the concerted production of the
next edition of the State of South African Cities Report
(2016). This event, the 4th South African Urban Confer-
ence, was convened by the SACN in partnership with
the City of Tshwane, the Department of Cooperative
Governance (DCOG), the South African Local Govern-
ment Association (SALGA) and the Dialogue Facility
of the European Union Delegation to South Africa. The
conference brought together urban sector experts and
stakeholders who participated in an interactive and rig-
orous programme of dialogue and engagement, with
the aim of:
§ Facilitating urban policy and planning dialogue with
key urban development stakeholders, experts and
partners (local and international);
§ Interrogating and enhancing preliminary data and
findings towards the 2016 State of South African Cit-
ies Report (SOCR IV);
§ Contributing to strengthening of the IUDF; and
§ Building up national content towards the ACCSF and
7th AfriCities Summit.
The Conference was received to critical acclaim (as per
event evaluation, stakeholder feedback, and media cov-
erage), and was successful in meeting its objectives as
above.
Beyond this highlight, SACN’s Annual Performance Plan
for 2014/15 has been implemented and monitored based
24
upon SACN two primary categories of output measure-
ment: learning events (which are key outputs of the
knowledge sharing and dissemination function), and
publications (which are outputs of the knowledge gener-
ation function). During the year under review, SACN suc-
cefully delivered 84 outputs in the form of 50 knowledge
exchange and networking events and 34 knowledge
products.
From a substantive perspective, during 2014/15 SACN
published research products that focused on key topics
such as:
§ The roles of transport and human settlement in spa-
tial transformation – exemplified by the two follow-
ing books:
- From Housing to Human Settlements – Evolving
perspectives (Sep 2014) This publication explores
the housing and human settlements context in
South Africa and the particular challenges and
opportunities that will affect the delivery of sus-
tainable human settlements (SHS). This will be
informed by an understanding of the city as a
settlement made up of components that together
add to its successful functioning and also to its
ability to give effect to spatial transformation.
- How to Build Transit Oriented Cities – Public trans-
port will play an essential role in addressing the
spatial and socioeconomic inheritance in South
Africa. It will also help define the city of the future.
But we have to get this right, as the investment we
make now will determine our built environment
legacy. There are many lessons to be learnt from
all over the world, from the continent, and right
here in South Africa. While not aiming to be an
exhaustive account, this book begins to reflect on
these lessons and opportunities for cities in their
pursuit of efficient and integrated public transport
that improves mobility, inclusivity and access.
§ Environmental issues – energy, emissions, and state
of environment reporting.
§ Urban vulnerability and governance.
§ Urban safety.
§ Spatial transformation
§ Secondary cities.
SACN played a significant role in driving the drafting of
the Integrated Urban Development Framework (IUDF),
which was successfully launched during the year under
review. This involvement forms part of SACN’s ongoing
engagement with stakeholders to deal with urban gov-
ernance, urban policy and alternative finance of cities,
data challenges and reporting systems.
SACN continued to convene Reference Groups as part of
its knowledge sharing such as State of Cites Report Ref-
erence Group, Cities Expanded Public Works Reference
Group, Knowledge Managers Reference Group, Spatial
Planning and Land Use Reference Group, City Water
Managers Forum, Energy Reference Group, Waste Man-
agement Reference Group, Public Transport Reference
Group and Human Settlements Reference group.
1.10.3 Municipal Demarcation Board (MDB)
The Municipal Demarcation Board is an independent
authority responsible for determining municipal bound-
aries in terms of Section 155(3) (b) of the Constitution.
The independence of MDB is also protected by section
3 of the Local Government Municipal Demarcation Act
(1998) and various judgements by the Constitutional
Court. In addition to determining and re-determining
municipal boundaries, the board is also mandated to
delimit wards for local elections and assess the capacity
of municipalities to perform their functions.
Highlights for 2014/15 Financial Year
During the 2014/2015 financial year, the Municipal De-
marcation Board embarked on the ward delimitation
process in preparation for the 2016 local government
elections. As a result, a considerable part of the year
was dedicated to delimit wards in 224 municipalities
that qualify to have wards.
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tation process. The request for redetermination of the
municipal boundaries affected municipalities in seven
(7) provinces, namely Eastern Cape, KwaZulu Natal,
Limpopo, Mpumalanga, Northern Cape, North West
and Free State in the 2014/2015 financial year.
After receiving the complete list of the municipalities to
be considered for redetermination, MDB proceeded to
publish section 26 notices, i.e. to indicate the intention
to consider the matters, and invite written representa-
tion and views within 21 days after the publication of
the notice. A total of 207 submissions from the public
were received before the end of March 2015.
During the year under review, the MDB rendered ad-
vice to established planning and transformation struc-
tures. Presentations on the ward delimitation process
were made to various forums including Technical Pres-
idential Coordination Council and MinMEC. The Board
worked with the Financial and Fiscal Commission which
led to the Minister of Finance committing to Municipal
Demarcation Transitional Grant for all municipalities af-
fected by amalgamations and categorisation. A model/
framework for the cost structure of the implementation
of major redeterminations is being developed in con-
junction with FFC, SALGA and National Treasury.
A nation-wide ward delimitation consultation process
launch event was held on 09 December 2014, in Hibis-
cus Coast Local Municipality, KwaZulu-Natal Province.
Officials in all the 224 metropolitan and local munici-
palities qualifying to have wards were invited, together
with all the stakeholders in local government, including
COGTA, IEC, SALGA, and the surrounding communities.
The information packs were distributed consisting of
maps of draft wards, and documentation on the criteria
for drafting the wards, and the schedule of public con-
sultation meetings which were to commence in Janu-
ary 2015. An exhibition was held in collaboration with
SALGA at its National Members Assembly as well as
national media briefing to clarify the mandate and roles
of MDB. During 2014/2015 a five year Communication
and Brand Management Strategy was approved by the
Board with the aim to position the Board in line with its
new vision and mission and to enhance public partici-
pation and stakeholder engagement.
The ward delimitation process commenced in Septem-
ber 2014 and the first draft maps were all completed by
November 2014. A participatory process took place in
which technical staff of municipalities such as planners,
GIS officials and other stakeholders – with the knowl-
edge of the layout of the municipality – were invited to
make contributions in the first draft of the ward bound-
aries. The resultant draft wards were unveiled and re-
leased to the public during the ward delimitation pro-
cess launch held on 09 December 2014, in Hibiscus
Coast, KwaZulu-Natal Province.
As part of the stakeholder engagement process, pro-
vincial information sharing sessions were held which
comprised of Provincial Departments of Cooperative
Governance and Traditional Affairs (COGTA), House of
Traditional Leaders (HTL), Independent Electoral Com-
mission (IEC), and the South African Local Government
Association (SALGA). The sessions were held in Lim-
popo, Western Cape, Mpumalanga, Free State, North
West, Eastern Cape, Northern Cape and Gauteng.
Since the formal launch of the ward delimitation process,
the Municipal Demarcation Board (MDB) embarked on
ward delimitation public consultation meetings, which
were scheduled to start in mid-January 2015. 70% of all
municipalities qualifying to have wards were consulted
by the end of March 2015. There were initially 224 ward
delimitation public consultation meetings scheduled
across the country, most of which were conducted as
scheduled. As of 18 March 2015, the number of public
meetings held in each province are presented as fol-
lows: Northern Cape (96.30%), Western Cape (84%),
Mpumalanga (77.78%), Free State (75%), North West
(57.89%), Gauteng (57.14%), Eastern Cape (56.41%),
Limpopo (56%), and Kwazulu-Natal (45.45%).
During the year under review, MDB received requests
from the Minister of COGTA, in line with Section 22 of
the Local Government: Municipal Demarcation Act 27
of 1998, to consider redetermination of outer bound-
aries of some municipalities in order to improve their
financial viability. This is the first request of this nature
since the inception of the Municipal Demarcation Board
and it certainly lifts the bar with regard to the perfor-
mance of the MDB at a time that is already character-
ised by intense activity as a result of the ward delimi-
26
Chapter 2Part B: DCOG
Performance Information
2
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2.1 Auditor General’s Report: Predetermined Objectives
The Auditor General audited the reported information
on predetermined objectives against the criteria for use-
fulness and reliability. The findings and other legal refu-
latory requirements are outlined in the Auditor General’s
report. (See Part E)
2.2 Overview of Departmental Performance
2.2.1 Service Delivery Environment
Local government is a primary site for the delivery of ser-
vices in South Africa. Since 1994 tremendous progress
has been made to deliver water, electricity, sanitation
and refuse removal - at rates of delivery unprecedented
anywhere in the world. Together with many other initia-
tives such as the introduction of social grants, the gov-
ernment has made real inroads in alleviating poverty.
Despite these advances in service delivery since
1994, the pace of improvement in services and the qual-
ity of services provided do not in many cases match the
expectations of many citizens. There are an increasing
number of service delivery protests. The core of the
demands expressed in service delivery protests centre
around electricity, water; housing; and road demands.
Other matters raised during service delivery protests
include allegations of corruption, nepotism, tender ir-
regularities, cadre deployment, not attending to griev-
ances raised by communities, poor communication and
responses to the community, and poor representation
by ward councillors.
In recent years, a new generation of challenges in ser-
vice provision has become evident. These include the
ability of municipalities to sustain these services in the
face of economic pressures, increase in demand or op-
erational and maintenance problems, as well as ensur-
ing quality and reliability. The President has acknowl-
edged that it is impossible to correct all the distortions
and social engineering of the colonial period overnight
or in only 18 years.
In 2014 COGTA did a review of South Africa’s 278
municipalities, which revealed that the top third of mu-
nicipalities manage to do the basics right and perform
their functions at least adequately. Within this group,
there are a small group of top performers that are doing
extremely well.
The middle third of municipalities reviewed are relative-
ly functional, but there remain some worrying signs of
poor performance or decline. This middle group can be
classed as ‘at risk’, since if left unchecked these could
presage a further decline.
The bottom third of municipalities are failing our people
dramatically and the basic mechanisms to perform their
functions are not in place. These municipalities require
urgent intervention in order to correct the decay in the
system.
The DCoG mandate is to improve coordination across
the three spheres of Government and to make sure that
provinces and municipalities carry out their service de-
28
livery and development functions effectively. The NDP
has identified a need for greater stability and cohesion
within and across the three spheres of government, and
also between government and the people. To achieve
this, we need to considerably improve service delivery
across all spheres of government, in the face of huge
capacity and resource constraints. The warning signs
intrinsic to the service delivery protests reflect thus
at the core of DCoG’s mandate. In order to improve ser-
vice delivery through cooperative governance:
§ all provinces have established Back to Basics
multi-sectoral Provincial Task Teams;
§ MECs present reports on B2B implementation at
MinMecs where their challenges and requests for
assistance are addressed;
§ MECs also indicate how municipalities in their prov-
inces are performing;
§ Unannounced and planned visits are made to mu-
nicipalities and Council sittings by the Ministry, and
or MECs; and
§ Sectoral departments e.g. Water; Public Works and
Energy were invited to join all the provincial teams.
Service delivery depends on sound municipal fi-
nance. There are many ways in which good financial
governance can be measured. The annual audits, regu-
lar budget reviews and the Section 71 National Treasury
reports all assist in such financial monitoring. One way
is to look at the way municipalities spend the Municipal
Infrastructure grant:
§ Over the last three municipal financial years (July
2011/12- June 2013/14) the number of municipalities
achieving 100% expenditure on their MIG funding
has increased from 110 – 130.
§ The municipalities spending less than 51% of their
allocation have decreased from 31 to 16 municipali-
ties over the same period.
Concomitant with this collapse are problems associ-
ated with municipal governance, capacity and fi-
nancial viability. The low rate of collection of revenue
continues to undermine the ability of municipalities to
deliver services to communities. In September 2014,
the consumer debt to municipalities stood at R98, 9
billion. This debt comprised R 5,5 billion by national
and provincial departments, R22,8 billion by business,
R60 billion by households and the remainder by oth-
er debtors. The arrear debt by national and provincial
departments has accumulated over time, as a result of
disputes over municipal invoices. Cogta in collaboration
with the Department of Public Works has conducted
an audit and verified contested invoices. This exercise
has resulted in affected government departments pay-
ing a total amount of R1,5 billion to relevant municipali-
ties between September and 31 December 2014. In the
second phase the remaining contested invoices will be
dealt with.
Public participation is of vital importance in the effec-
tive functioning of municipalities. Many municipalities
lack a culture of public service, and there are slow or
inadequate responses to service delivery challenges,
which are in turn linked to the breakdown of trust be-
tween Councils and communities. Social distance by
our public representatives is reflected in inadequate
public participation and poorly functioning ward coun-
cillors and committees. It will be critical to strengthen
participative democracy in our municipalities. To this
effect COGTA is facilitating the establishment of ward
committees and strengthening their oversight function
in terms of monitoring and reporting to community
progress against Integrated Development Plans (IDPs),
Service Delivery Business Improvement Plans (SDBIPs)
and ward level service improvement plans. As at 31
March 2015, 4277 ward committees had been estab-
lished.
This is compounded by widespread instances of
rent seeking and corruption amongst public repre-
sentatives and business, reflecting a broader breakdown
in the values and good governance principles. Accord-
ing to the Special Investigating Unit it is estimated that
20-25% of state procurement expenditure, amounting
to roughly R30 billion a year, is wasted through over-
payment or corruption. Municipalities have been found
to be most prone to corruption where there are sys-
temic weaknesses and acute skill shortages. Improv-
ing the overall capacity and functioning of the public
service, particularly in relation to financial systems and
controls, information systems, and overall management
capability might be the single most effective way of
29
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deterring corruption. For the Department of Coopera-
tive Governance this means that systems to detect and
act against corruption should be strengthened and that
there should be greater cooperation across the spheres
of government in dealing with corruption.
The lack of professionalism in municipal governance
remains a serious challenge. There are for too many
instances both of inappropriate placements and
skills not measuring up to requirements. The emphasis
for 2014-15 was to focus on:
§ The filling of critical senior manager posts;
§ Developing a record of dismissed staff and staff who
resigned prior to finalisation of disciplinary proceed-
ings. The database will serve as a central repository
of information pertaining to disciplinary proceedings,
which will assist in fast tracking disciplinary cas-
es and serve as a tool to enable municipalities to
“blacklist” staff members who have been dismissed
for misconduct.
One of the findings of the National Planning Commis-
sion’s diagnostic analysis was that the spatial and
gender patterns of development and underdevel-
opment remain deeply entrenched. In this regard
the Department of Cooperative Governance should play
a role to strengthen spatial planning in municipalities
to improve the balance between location of jobs and
people. Despite the introduction of integrated planning
in the White Paper on Local Government and the Mu-
nicipal Systems Act, integration remains a challenge.
Dealing with this challenge requires a shift in thinking.
Firstly, Integrated Development Plans should not be
seen as local government plans, but rather as the ex-
pression of all of us, both government and non-govern-
ment partners at a local space. Secondly, it is important
to appreciate the hierarchy of plans and their relation-
ship to each other. Long Term Municipal Growth Strat-
egies and Spatial Development Frameworks provide a
framework for sector specific interventions which re-
quires municipalities to develop credible plans that pro-
vide certainty and guide all role players. Lastly, horizon-
tal alignment at municipal level is important to ensure
maximum impact through balancing short term needs
and long-term needs. Going forward, the Department
will strengthen their support to municipalities to de-
velop IDPs that reflect intergovernmental planning and
spatial convergence and improve the quality of life of
their residents.
30
2.2.
2 S
erv
ice
De
live
ry Im
pro
vem
en
t P
lan
Ma
in S
erv
ice
Be
ne
fici
ari
es
Cu
rre
nt/
Act
ua
l st
an
da
rd o
f S
erv
ice
De
sire
d s
tan
da
rd o
f se
rvic
eA
ctu
al a
chie
vem
en
t
Sup
port
mun
ici-
palit
ies
to im
ple-
men
t th
e M
IG
prog
ram
me
and
impr
ove
expe
ndi-
ture
Mun
icip
aliti
es
Qua
rter
ly r
epor
ts in
the
pr
escr
ibed
for
mat
as
per
the
Div
isio
n of
Rev
enue
Act
(D
oRA
).(M
unic
ipal
ities
are
no
t re
port
ing
accu
rate
ly a
nd
timeo
usly
)
All
MIG
rec
eivi
ng M
unic
i-pa
litie
s re
port
on
requ
ired
repo
rtin
g te
mpl
ate
(DoR
A)
on tim
e an
d ac
cura
tely
All
MIG
rec
eivi
ng m
unic
ipal
ities
rep
ort on
req
uire
d re
port
ing
tem
-pl
ate
(DoR
A)
on tim
e an
d ac
cura
tely
. Whe
re m
unic
ipal
ities
fai
led
to s
ubm
it re
port
s th
e pr
ovin
ce (
in ter
ms
of the
rol
e of
pro
vinc
es
as o
utlin
ed in
the
MIG
fra
mew
ork)
sup
port
ed the
mun
icip
aliti
es
ensu
ring
that
bot
h fin
anci
al a
nd n
on-fi
nanc
ial p
erfo
rman
ce in
for-
mat
ion
are
repo
rted
on
in s
ubse
quen
t m
onth
s.
Impr
ove
expe
ndi-
ture
on
the
MIG
Mun
icip
aliti
esM
onth
ly e
xpen
ditu
re r
epor
ts
as p
er p
resc
ribed
for
mat
(D
oRA
)
Mun
icip
aliti
es n
ot r
epor
ting
accu
rate
ly a
nd tim
eous
ly
All
MIG
rec
eivi
ng M
unic
i-pa
litie
s re
port
on
requ
ired
repo
rtin
g te
mpl
ate
(DoR
A)
on tim
e an
d ac
cura
tely
All
MIG
rec
eivi
ng m
unic
ipal
ities
rep
ort on
req
uire
d re
port
ing
tem
plat
e (D
oRA
) on
tim
e an
d ac
cura
tely
. Whe
re m
unic
ipal
ities
fai
led
to s
ubm
it re
port
s th
e pr
ovin
ce (
in ter
ms
of the
rol
e of
pro
vinc
es a
s ou
tline
d in
th
e M
IG fra
mew
ork)
sup
port
ed the
mun
icip
aliti
es e
nsur
ing
that
bot
h fin
anci
al a
nd n
on-fi
nanc
ial p
erfo
rman
ce in
form
atio
n ar
e re
port
ed o
n in
sub
sequ
ent m
onth
s.
Mun
icip
aliti
es•
Prov
isio
ns o
f th
e G
rant
en
acte
d th
roug
h th
e D
oRA
• M
IG a
lloca
tions
Gaz
ett-
ed o
ver
Med
ium
Ter
m
Expe
nditu
re F
ram
ewor
k (M
TEF)
• Q
uart
erly
tra
nsfe
rs m
ade
acco
rdin
g to
pay
men
t sc
hedu
leN
on-fi
nanc
ial p
rogr
ess
not
rele
ased
reg
ular
ly to
stak
e-ho
lder
s an
d se
ctor
s
• M
IG a
lloca
tions
Gaz
ette
d•
Tran
sfer
s m
ade
acco
rdin
g to
pay
men
t sc
hedu
le a
nd
non-
finan
cial
pro
gres
sQ
uart
erly
non
-fina
ncia
l re
port
rel
ease
d on
DC
oG
web
site
and
dat
a pr
ovid
ed
to s
ecto
rs
• Th
e 201
4/1
5 M
IG a
lloca
tions
wer
e ga
zetted
by
the
Nat
iona
l Tr
easu
ry in
a G
over
nmen
t no
tice
of 9
May
201
4.
• Th
is fol
low
ed a
pro
cess
of co
nsul
tatio
n w
ith m
unic
ipal
ities
and
pr
ovin
ces
on the
201
4/1
5 M
IG p
aym
ent sc
hedu
le a
s re
quire
d in
te
rms
of s
ectio
n 23(c
) of
the
201
4 D
ivis
ion
of R
even
ue B
ill.
• A
ll th
e M
IG tra
nsfe
rs for
201
4/1
5 w
ere
mad
e ac
cord
ing
to
paym
ent sc
hedu
le a
nd a
men
ded
paym
ent sc
hedu
le p
roce
sses
ap
prov
ed b
y th
e N
atio
nal T
reas
ury
in ter
ms
of the
201
4 D
ivis
ion
of R
even
ue A
ct.
31
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Ma
in S
erv
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Be
ne
fici
ari
es
Cu
rre
nt/
Act
ua
l st
an
da
rd o
f S
erv
ice
De
sire
d s
tan
da
rd o
f se
rvic
eA
ctu
al a
chie
vem
en
t
Impr
ove
expe
ndi-
ture
on
the
MIG
• A
nnua
l DoR
A w
orks
hops
• A
nnua
l allo
catio
n le
tter
s to
MIG
mun
icip
aliti
es
• M
IG p
olic
y an
d D
oRA
fr
amew
ork
• In
dust
ry g
uide
on
unit
cost
gui
de•
MIG
wor
ksho
ps a
nd
mee
tings
with
pro
vinc
es
and
mun
icip
aliti
es
• A
nnua
l DoR
A w
orks
hops
• Q
uart
erly
MIG
wor
ksho
p w
ith P
rovi
nces
• A
nnua
l allo
catio
n le
tter
s to
MIG
mun
icip
aliti
es
annu
ally
• M
IG D
oRA
fra
mew
ork
• U
pdat
e of
the
Indu
stry
gu
ide
on u
nit co
st
• M
IG q
uart
erly
new
slet
ter
MIG
;•
wor
ksho
ps a
nd m
eetin
gs
• Th
e D
epar
tmen
t he
ld M
IG w
orks
hops
with
Pro
vinc
es a
nd s
ecto
r de
part
men
ts in
Aug
ust 201
4 a
nd M
arch
201
5•
Dis
tric
t w
ide
plan
ning
ses
sion
s (lo
cal m
unic
ipal
ities
incl
uded
) w
ith p
rovi
nces
and
sec
tor
depa
rtm
ents
hel
d in
Mar
ch –
Apr
il 201
4 a
nd O
ctob
er –
Dec
embe
r 201
4 to
better
info
rm the
util
isa-
tion
of 2
014/1
5 a
nd 2
015/1
6 a
lloca
tions
res
pect
ivel
y.
• Th
e 201
5/1
6 M
IG a
nnua
l allo
catio
n le
tter
s w
ere
not se
nt to
mu-
nici
palit
ies
to in
form
the
ir bu
dget
pro
cess
es a
s th
e B
ill h
ad n
ot
been
ena
cted
by
29 M
ay 2
015.
• Th
e 201
5/1
6 M
IG D
oRA
fra
mew
ork
was
dev
elop
ed w
ith in
puts
fr
om s
ecto
r de
part
men
ts res
pons
ible
for
MIG
and
pro
vinc
ial
CO
GH
STA
s.
• Th
e D
epar
tmen
t pr
ovid
ed the
Nat
iona
l Tre
asur
y w
ith in
put to
th
e M
IG D
oRA
fra
mew
ork
in D
ecem
ber
201
5 w
hich
was
pub
-lis
hed
in the
Div
isio
n of
Rev
enue
Bill
, 201
5.
• Sub
mit
mon
thly
exp
en-
ditu
re r
epor
t to
Nat
iona
l Tr
easu
ry b
y th
e 20th
of
ever
y m
onth
• Li
mite
d qu
arte
rly p
er-
form
ance
info
rmat
ion
rece
ived
(in
corr
ect fo
rmat
an
d in
adeq
uate
qua
lity)
fr
om m
unic
ipal
ities
• Li
mite
d an
nual
per
-fo
rman
ce in
form
atio
n re
ceiv
ed (
inco
rrec
t fo
rmat
an
d in
adeq
uate
qua
lity)
fr
om m
unic
ipal
ities
• A
ccur
ate
and
timeo
us
mon
thly
rep
ortin
g by
m
unic
ipal
ities
• A
ccur
ate
and
timeo
us
quar
terly
rep
ortin
g (4
5th
da
y af
ter
the
quar
ter)
to
Nat
iona
l Tre
asur
y an
d Sec
tors
• Im
prov
e tim
eous
rec
eipt
of
ann
ual p
erfo
rman
ce
repo
rt fro
m m
unic
ipal
ities
to
impr
ove
on q
ualit
y of
an
nual
per
form
ance
re-
port
sub
mitt
ed to
Nat
iona
l Tr
easu
ry b
y D
CoG
• Th
e D
epar
tmen
t su
bmitt
ed m
onth
ly e
xpen
ditu
re rep
orts
to
trea
sury
by
the
15th
of ev
ery
mon
th a
nd a
n an
nual
rep
ort to
N
atio
nal T
reas
ury
• Im
prov
emen
ts a
re b
eing
mad
e on
rep
ortin
g pr
oces
ses
to g
en-
erat
e qu
arte
rly rep
orts
to
incl
ude
non-
finan
cial
info
rmat
ion.
32
2.2.3 Organizational environment
The operationalisation of the Back to Basics approach
within the Department of Cooperative Governance
(DCoG) requires some fundamental changes in the
way that DCoG functions to create a more responsive,
service orientated local government that meets the ba-
sic needs of the people. Back to Basics is premised on
a more integrated concept of how the three spheres
of government work, which requires a more hands-
on, interventionist approach to service delivery issues
confronting Local Government. The Back to Basics ap-
proach requires that DCOG reviews the role and struc-
ture of the Department and optimally configures itself to
deliver on its mandate.
The Department is currently in the process of re-organ-
ising the functions within the organisational structure to
respond to the Back to Basics approach.
2.2.4 Key Policy Developments and Legislative Changes
The decision to develop an Integrated Urban Develop-
ment Framework (IUDF) is informed by several factors,
for example the 6th World Urban Forum recommen-
dations on the development of national urban policies,
the challenges raised by the National Development Plan
and the Census 2011 outcomes that indicated signifi-
cant population growth in the urban areas.
Furthermore, during the 14 February 2013 State of the
Nation Address (SONA), the President emphasized the
need for an IUDF as one of the key tools for implement-
ing the National Development Plan (NDP) and also to
support municipalities to manage urbanisation.
The objective of the IUDF is to provide an interdepart-
mental and intergovernmental approach to attain inte-
grated urban development. It is a policy process and
a framework to understand why urban divides remain
stubbornly in place, with an eye to promoting effective
instruments to change this legacy, and promote resil-
ient and inclusive urban settlements.
The IUDF aims to among others:
§ Provide a framework that will guide all stakeholders
in government, civil society and the private sector to
participate in creating the “urban future we want”;
§ Identify policy priorities and interventions to ensure
that all levels of government and components of the
state contribute to the progressive integration of ur-
ban development investments in order to realise the
urban dividend;
§ Propose interventions to overcome entrenched
apartheid spatial patterns and also strengthen urban
and rural linkages;
§ Identify sector-specific policies and possible revised
regulatory arrangements to facilitate more resilient
and inclusive patterns of urban development;
§ Propose methods to improve performance of exist-
ing financial instruments to accelerate infrastructure
provisioning and integrated service delivery;
§ Mobilise new sources of private sector investment
and international funds for urban development; and
§ Contribute to harmonising existing legal and institu-
tional frameworks, and contribute to public dialogue
and the unlocking of citizen energies for developing
their communities and local environments.
33
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2.3 Strategic Outcome Orientated Goals
In 2010 government introduced its approach to achieve
results by identifying twelve (12) Outcomes. Each Min-
istry and Department is responsible for a specific out-
come through a performance agreement that became
known as a Delivery Agreement. The Minister for Coop-
erative Governance and Traditional Affairs is responsible
for the Delivery Agreement on Outcome 9: A respon-
sive, accountable, effective and efficient local govern-
ment system.
To achieve the vision of an integrated, responsive and
effective system of Cooperative Governance, the DCoG
has identified the following seven (7) strategic goals:
§ Strategic Goal 1: Develop policies and legislation
to lead the building of capable, developmental and
economically viable local governance institutions
(municipal and traditional councils);
§ Strategic Goal 2: Deepen participatory democra-
cy through common standards and practices of ac-
countability and good governance.
§ Strategic Goal 3: Support planning and coordi-
nation efforts across all spheres of government in
partnership with all sector departments, local gov-
ernment agencies, traditional institutions and organs
of civil society.
§ Strategic Goal 4: Foster sustainable infrastructure
development and maintenance to ensure basic ser-
vices delivery and local economic development.
§ Strategic Goal 5: Engage and support institutions
of traditional affairs and leadership to transform so-
ciety and play a developmental role, in partnership
with government, and in line with the Constitution
towards the realization of the National Development
Plan.
§ Strategic Goal 6: Monitor and Evaluate the per-
formance of provincial departments of local govern-
ment and traditional councils.
§ Strategic Goal 7: Strengthen the capacity of the
department to deliver on its mandate.
These strategic goals are defined for the period 2011-
15, given the strategic focus on delivering the outputs of
the Delivery Agreement on Outcome 9. These goals are
therefore directly in line with the outputs of the Delivery
Agreement, and replace the strategic priorities set in the
strategic plan 2009-14 which were:
i) Contribute to building the Developmental State in
National, Provincial and Local Government that is ef-
ficient, effective and responsive;
ii) Strengthen Accountability and Clean Government;
iii) Accelerate Service Delivery and support the vulner-
able;
iv) Foster Development Partnerships, Social Cohesion
and community mobilisation; and
v) Strengthen the capacity and capability of the depart-
ment to deliver on its mandate.
34
2.4 Performance Information by Programme
Purpose
The purpose of administration is to provide for the man-
agement, leadership and administration of the depart-
ment. This programme includes the Office of the Direc-
tor-General (DG); Office of the Chief Operating Officer
(COO); Corporate and Financial Services.
Objectives and measures
i) Improve information reliability and availability to sup-
port the strategic goals of the department by 2019;
ii) Roll-out and monitor the implementation of the local
government performance management system by
31 March 2016; and
iii) Develop and implement an integrated monitoring
and evaluation system for provincial departments of
local government and municipalities by 2019
Service delivery objectives and indicators
HUMAN CAPITAL MANAGEMENTThe sub-programme Human Capital Management is
mainly responsible for overall workforce planning and
management to ensure that CoGTA cultivates a di-
verse, competent and well managed staff complement
capable of and committed to the delivery of high quality
services. Key to this aim is to ensure balance by the
recruitment of the right quality and quantity of staff, and
their optimum utilisation, resulting in a multi skilled, rep-
resentative and flexible work force.
The sub-programme provided support throughout the
Department by facilitating the development of job pro-
files and conducting job evaluations in line with the Pub-
2.4.1 Programme 1: Administration
lic Service Act requirements. Several employee wellness
sessions, such as financial wellness, ear and eye tests,
HIV and AIDS were organised by the sub-programme
including the introduction of a partnership with the
South African National Blood Services (SANBS). Sev-
enty (70) CoGTA employees participated in the Nelson
Mandela (Unite4Mandela) sport and cultural day on
24 November 2014 organised by the Department of
Sports and Recreation, the Department of Arts and Cul-
ture, Tom Jenkins and Athletic Gauteng North.
Seventy one vacant, funded posts were filled with the
support of the various line function managers.
All SMS members disclosed their financial interests be-
fore the due date and the information was submitted to
the Public Services Commission on time.
A number of information sessions were held with staff
members to communicate the available service benefits
and to ensure a better understanding of them.
During the 2014/15 Financial Year, the Directorate:
Human Resource Development implemented training
programmes namely, Computer Packages (basic, inter-
mediate and advance), Basic Project Management, Evi-
dence Based Policy Implementation, Sexual Harassment
Countermeasures, Finance for non-Finance Managers,
Policy Development, Financial Management Work-
shops and a workshop on People with Disabilities. The
Directorate also conducted orientation programmes for
newly appointed employees and Compulsory Induction
Programmes (CIP) for both level 1 to 5 and 6 to 12 staff
members. A total number of 337 staff members were
trained in the above mentioned interventions during the
2014/15 financial year. The Department awarded 39
staff members with bursaries to study towards quali-
fications in line with the Departmental Strategic Plan.
The Directorate further facilitated the achievement of
35
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equity in the Department by ensuring 50 percent rep-
resentation of women at senior management level and
improved representation of people with disabilities to
1.2 %. The programme institutionalised the 8 Principles
Action Plan for Promoting Women Empowerment and
Gender Equality. To encourage meritorious achieve-
ment, performance rewards were granted to all quali-
fying staff members in the Department during the year
under review. Quarterly performance management and
development sessions were conducted to ensure that
individual performance is linked to the broader overall
objectives of the Department.
CORPORATE PLANNING AND GOVERNANCEThe sub-programme provided strategic management
support, and directed the system of corporate gover-
nance with a view to achieving the long term strategic
goals of the department. In this connection, the sub-pro-
gramme facilitated the alignment of departmental plans
to Government objectives as outlined in the National
Development Plan and Medium Term Strategic Frame-
work; the development of the five year Strategic Plan
2015-19 and Annual Performance Plan 2015/16; the de-
velopment of the monthly and quarterly performance
reports, as well as the Annual Report 2013/14; coordi-
nated the departmental quarterly performance reviews,
and provided a gap analysis of performance as an ear-
ly warning ,mechanism with the intention of enriching
management decision making on the future direction
of projects. Support was also provided to branches to
ensure that the performance targets and indicators are
well defined, and adhere to the Smart Criteria as out-
lined in the Framework for Managing programme Per-
formance Information, and the Framework for Strategic
Planning and the Annual Performance Plan by National
Treasury.
MONITORING AND EVALUATIONDuring the period under review, the sub-programme in
collaboration with the Department of Performance Mon-
itoring and Evaluation conducted Performance Man-
agements System assessments in North West prov-
ince using the Local Government Improvement Model
(LGIMM) moderation process. Feedback was given to
all municipalities who participated in this process and
support plans for struggling municipalities were de-
veloped. Municipal self-assessments were conducted
by 30 municipalities in Gauteng, Eastern Cape, North
West, Limpopo, Free State and Mpumalanga provinces.
All 30 municipalities were trained on how to use the
Local Government Management Information (LGMIM)
tool.
The development of the 2014 – 2019 Medium Term
Strategic Framework (MTSF) Chapter on Outcome 9
was a result of an extensive consultation process un-
dertaken by CoGTA and the Department of Planning,
Monitoring and Evaluation (DPME) and various rele-
vant sector departments such as National Treasury. The
main purpose of the consultations was to confirm the
actions, milestones, targets, roles and responsibilities of
key role players towards implementation of the MTSF.
The MTSF Chapter on Outcome 9 was approved by
Cabinet on 23 July 2014. Two progress reports, cov-
ering the periods April – September 2014 and October
– December 2014, on the implementation of the MTSF
Chapter were presented at the Technical Implementa-
tion Forums, Ministerial Implementation Forums and
Cabinet meetings.
INTERNAL AUDIT AND RISK MANAGEMENTDuring the 2014/15 financial year Internal Audit devel-
oped a risk based Internal Audit Plan which was adopted
and approved by the Audit Committee. The Internal Au-
dit Unit had serious capacity constraints during the pe-
riod under review which impacted on the achievement
of the operational plan. Nevertheless the Unit conduct-
ed a number of internal audits and ad hoc assignments
and provided recommendations for improvement to the
Department. The Unit also played a major role in facili-
tating the MPAT process to ensure that the Department
complies with the key performance standards set by
the Department of Performance Monitoring and Evalu-
ation. Internal Audit also assisted the Department with
the verification of irregular expenditure, to ensure that
there is compliance with Supply Chain Management
policies and other relevant legislations and prescripts
and to ensure that irregular expenditure is fully dis-
closed in the Annual Financial Statements. Furthermore
36
the Unit conducted site visits on the Community Work
Programme in all provinces to provide management
with reasonable assurance that the internal controls put
in place are working as intended.
Risk management is a continuous, proactive and sys-
tematic process, undertaken by a department’s Exec-
utive Authority, Accounting Officer, Management and
other personnel. This process is applied in strategic
planning and across the department, and is designed
to identify potential risks that may affect the depart-
ment. Risks identified are managed and monitored to
be within its risk tolerance, and to provide reasonable
assurance regarding the achievement of department
objectives.
The department has a risk management policy and
strategy in place which has been approved by the Ac-
counting Officer and is reviewed on a regular basis.
In line with the departmental risk management strate-
gy, annual risk assessments are conducted both at a
strategic and operational level. The assessments are
conducted in line with the strategic objectives of the
department. Management further identifies new and/
or emerging risks on a quarterly basis, and develops
mitigation measures for managing such risks.
The business continuity framework and strategy were
developed and approved during this period. Fraud risks
were also identified and monitored. Ethics and fraud
prevention awareness programmes were implemented
in accordance with the awareness plan for 2014/15.
INTERNATIONAL AND DONOR RELATIONSThe Department participated in strategic multilater-
al and continental forums such as the African Union
Specialised Technical Committee (STC) on Decentrali-
sation, Public Administration and Urban Development
and the Commonwealth Local Government Forum,
and other learning exchange platforms on disaster
management in furtherance of South Africa’s foreign
policy objectives of contributing towards the African
development process and maintaining strategic re-
lations with countries of the North. In addition, the
Department continued to support the decentralization
and local government establishment processes of
South Africa’s strategic partners, such as the Demo-
cratic Republic of Congo (DRC) and the State of Pales-
tine. In this regard, the Department hosted a learning
exchange visit by officials of the Palestine Municipal
Development Lending Fund (MLDF) in partnership
with the Development Bank of South Africa and the
Ethekwini Municipality. The Department continues to
play a key role in the implementation of the Tri-partite
Memorandum of Understanding between the DRC,
Angola and South Africa aimed at post-conflict recon-
struction and the establishment of peace and stability
in the DRC.
Important partnerships with donors and development
cooperation partners were initiated to leverage re-
sources for the implementation of key projects during
the period under review. The department signed a
Memorandum of Agreement (MOA) with the Japan
International Cooperation Agency (JICA) for funding
and technical assistance in the area of Waste Man-
agement. This support included a financial grant of
R920 000 and the short term deployment of Japa-
nese experts to assess the waste management sys-
tem of the Mahikeng Local Municipality, which served
as a pilot municipality for the implementation of the
MoA. This support on the improvement of waste man-
agement practices will be extended to other munic-
ipalities. In addition, the European Union’s Dialogue
Facility approved a financial grant of 119.840 Euro to
support Policy Dialogues on the Integrated Urban De-
velopment Framework.
37
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
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ter
2 •
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rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
SE
RV
ICE
DE
LIV
ER
Y A
CH
IEV
EM
EN
TS
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Impr
ove
avai
labi
lity
and
relia
bilit
y of
in
form
atio
n to
su
ppor
t th
e st
rate
gic
goal
s of
the
dep
art-
men
t.
97%
ava
ilabi
lity
of c
ritic
al s
ys-
tem
s an
d se
rvic
es
achi
eved
by
Mar
ch
201
4
Har
dwar
e up
grad
-ed
and
net
wor
k lin
ks in
stal
led
to
ensu
re r
edun
danc
y an
d ba
ckup
for
hi
gh a
vaila
bilit
y
Man
age
and
cons
olid
ated
in
form
atio
n in
to a
sin
gle
data
base
ICT
infr
astr
uc-
ture
and
sys
-te
ms
inte
grat
ed
by tar
get da
te
Not
ach
ieve
d.
A c
ompr
ehen
sive
ass
essm
ent w
as c
ondu
cted
in
the
1st
qua
rter
on
all a
pplic
atio
ns, s
yste
ms
and
data
base
arc
hite
ctur
es n
eede
d fo
r th
e de
sign
pha
se o
f th
e co
nsol
idat
ed p
latfor
m. T
he
asse
ssm
ent w
ill b
e us
ed to
info
rm the
rec
on-
figur
ed p
roje
ct.
The
initi
ativ
e to
con
-so
lidat
e th
e de
part
-m
enta
l inf
orm
atio
n in
to a
sin
gle
data
base
ha
s no
t be
en a
chie
ved
and
has
been
hal
ted
in o
rder
to
inco
rpor
ate
data
nee
ds o
f th
e B
ack
to B
asic
s C
ampa
ign
whi
ch a
mon
gst ot
hers
re
quire
s m
onth
ly re-
port
ing.
This
pro
ject
has
bee
n re
confi
gure
d to
cat
er
for
both
inte
rnal
and
ex
tern
al in
form
atio
n.
Rol
l-ou
t an
d m
onito
r th
e im
plem
enta
-tio
n of
the
loca
l go
vern
men
t pe
rfor
man
ce
man
agem
ent
syst
em b
y 31
M
arch
201
9
Perf
orm
ance
M
anag
emen
t Sys
tem
(PM
S)
asse
ssm
ents
hav
e be
en c
ondu
cted
in
4 (
four
) pr
ov-
ince
s (F
ree
Sta
te,
(Mpu
mal
anga
, Li
mpo
po a
nd
Nor
ther
n C
ape)
Pro
vinc
es
supp
orte
d w
ith
PMS im
ple-
men
tatio
n by
31
Mar
ch 2
015
PMS im
ple-
men
tatio
n pr
o-gr
amm
e ro
lled
out to
iden
tified
pr
ovin
ces
by
targ
et d
ate
Ach
ieve
d
The
depa
rtm
ent in
col
labo
ratio
n w
ith the
D
epar
tmen
t of
Pla
nnin
g M
onito
ring
and
Eval
uatio
n (D
PME)
con
duct
ed P
erfo
rman
ce
Man
agem
ents
Sys
tem
ass
essm
ents
in N
orth
W
est pr
ovin
ce u
sing
the
Loc
al G
over
nmen
t Im
prov
emen
t M
odel
(LG
IMM
) m
oder
atio
n pr
o-ce
ss. F
eedb
ack
was
giv
en to
all m
unic
ipal
ities
w
ho p
artic
ipat
ed in
the
LG
IMM
pro
cess
and
su
ppor
t pl
ans
for
stru
gglin
g m
unic
ipal
ities
wer
e de
velo
ped. M
unic
ipal
sel
f-as
sess
men
ts w
ere
cond
ucte
d by
30 m
unic
ipal
ities
in the
fol
low
ing
prov
ince
s; G
aute
ng, E
aste
rn C
ape,
Nor
th W
est,
Lim
popo
, Fre
e Sta
te a
nd M
pum
alan
ga. A
ll 30
mun
icip
aliti
es w
ere
trai
ned
on h
ow to
use
the
Loca
l Gov
ernm
ent M
anag
emen
t In
form
atio
n (L
GM
IM)
tool
.
--
38
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Est
ablis
h an
d im
plem
ent
an e
valu
atio
n sy
stem
for
mu-
nici
pal s
ervi
ce
deliv
ery
Term
s of
Ref
eren
ce
wer
e de
velo
ped
and
adve
rtis
e-m
ents
pla
ced
for
the
appo
intm
ent
of
a se
rvic
e pr
ovid
er
Mon
itorin
g an
d R
epor
ting
Sys
-te
m for
Loc
al
Gov
ernm
ent
desi
gned
by
Mar
ch 2
015
Mon
itorin
g an
d re
port
ing
syst
em for
loca
l go
vern
men
t de
sign
ed b
y ta
rget
date
Not
Ach
ieve
d
Term
s of
ref
eren
ces
wer
e de
velo
ped
and
the
tend
er w
as a
dver
tised
in the
gov
ernm
ent bu
lle-
tin. D
urin
g th
e pr
oces
s of
aw
ardi
ng the
ten
der
to the
pre
ferr
ed s
ervi
ce p
rovi
der
a de
cisi
on
was
tak
en to
put th
e pr
ojec
t on
hol
d.
The
proj
ect on
the
de-
sign
of th
e M
onito
ring
and
Rep
ortin
g Sys
tem
fo
r Lo
cal G
over
nmen
t is
pu
t on
hol
d fo
r pu
rpos
-es
of co
nsid
erin
g in
for-
mat
ion
nuan
ces
as p
er
the
B2B
initi
ativ
e. T
he
proj
ect w
ill c
omm
ence
in
the
firs
t pa
rt o
f th
e ne
w fi
nanc
ial y
ear
afte
r th
e as
sess
men
t of
all
elec
tron
ic s
yste
ms
with
in the
dep
artm
ent
and
the
revi
sion
and
fin
alis
atio
n of
the
ter
ms
of ref
eren
ce
A s
ecto
r w
orks
hop
was
con
vene
d an
d th
e se
cond
dra
ft o
f th
e Lo
cal G
over
n-m
ent
Indi
cato
rs
was
dev
elop
ed a
nd
used
to
cons
ult
mun
icip
aliti
es in
8
prov
ince
s.
Inpu
ts w
ere
rece
ived
fro
m m
u-ni
cipa
litie
s th
roug
h th
e pr
ovin
ces
and
cons
olid
ated
into
th
e pr
opos
ed in
di-
cato
rs.
Loca
l Gov
ern-
men
t in
dica
-to
rs fi
naliz
ed
by M
arch
201
5
Loca
l Gov
ern-
men
t in
dica
-to
rs fi
naliz
ed
by tar
get da
te
Part
ially
ach
ieve
d
The
Dra
ft L
ocal
Gov
ernm
ent in
dica
tors
wer
e fin
alis
ed in
the
firs
t qu
arte
r an
d co
nsul
ted
on
with
all
prov
ince
s an
d m
unic
ipal
ities
. Tec
hnic
al
indi
cato
r de
scrip
tion
wer
e th
en d
one
in the
2nd
qua
rter
. Due
to
introd
uctio
n of
the
Bac
k to
Bas
ics
prog
ram
me,
the
sco
pe o
f th
e pr
ojec
t ch
ange
d. I
nste
ad, m
onth
ly r
epor
ting
indi
cato
rs
for
Bac
k to
Bas
ics
wer
e de
velo
ped
and
mun
ici-
palit
ies
are
requ
ired
to rep
ort on
the
se in
dica
-to
rs o
n a
mon
thly
bas
is a
s pr
escr
ibed
thr
ough
C
ircul
ar 4
7 o
f 201
4.
As
part
of en
surin
g th
e pr
oper
rep
ortin
g on
the
pe
rfor
man
ce o
f m
unic
-ip
aliti
es, d
raft tec
hnic
al
indi
cato
rs d
escr
iptio
ns
wer
e de
velo
ped
in c
on-
sulta
tion
with
rel
evan
t lin
e fu
nctio
n m
anag
ers.
The
mon
thly
rep
orts
on
the
Bac
k to
Bas
ics
indi
cato
rs w
ould
the
n al
so s
hape
and
info
rm
the
final
isat
ion
of c
ore
loca
l gov
ernm
ent in
di-
cato
rs w
hich
wou
ld
be reg
ulat
ed thr
ough
th
e Lo
cal G
over
n-m
ent Pl
anni
ng a
nd
Perf
orm
ance
Reg
ula-
tions
, cur
rent
ly u
nder
re
view
.
39
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
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ap
ter
2 •
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rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
PR
OG
RA
MM
E 1
: SU
B P
RO
GR
AM
ME
BU
DG
ET
AN
D A
CT
UA
L E
XP
EN
DIT
UR
ETh
e ex
pend
iture
and
var
ianc
e ve
rsus
the
fina
l app
ropr
iatio
n is
pro
vide
d be
low
:
Su
b-P
rog
ram
me
Na
me
20
14/
20
152
013
/2
014
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce(O
ver)
Un
de
r
Exp
en
dit
ure
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce(O
ver)
Un
de
r E
xpe
nd
itu
re
Min
istr
y33 3
05
33 3
05
-36 7
35
36 7
35
-
Man
agem
ent
16 6
7316
668
515
686
15 7
41-5
5
Ch
ief
Op
erat
ing
Offi
cer
12 1
8111
905
276
11 8
02
11 8
02
-
Cor
por
ate
Ser
vice
s85 4
7685 3
60
116
80 6
95
80 6
415
4
Fin
anci
al S
ervi
ces
22 0
1322 0
13-
27 4
1227
030
382
Com
mu
nic
atio
n &
Lia
ison
9 3
219 3
21-
15 7
43
15 7
43
-
Legi
slat
ion
, Rev
iew
& D
raft
ing
11 1
30
11 1
30
-6 5
64
6 5
64
-
Inte
rnal
Au
dit
& R
isk
Man
agem
ent
8 6
198 6
19-
8 7
43
8 7
43
-
Offi
ce A
ccom
mod
atio
n43 3
0743 3
07-
44 4
99
44 4
99
-
Tota
l 2
42
02
52
41 6
28
397
247
879
247
49
83
81
40
Purpose
The purpose of this programme is to manage, facilitate
and coordinate intergovernmental relations and devel-
opment planning support across government.
Objectives and measures
The programme seeks to achieve the following objec-
tives:
i) Enhance the regulatory, institutional and support
framework for Local Government across provinces
and municipalities by 2019;
ii) Review and develop policy and assess impact of in-
ternal legislation and sector legislation on Provincial
and Local Government;
iii) Facilitate and coordinate alignment of various devel-
opment planning instruments within and across the
three spheres;
iv) Deepen participatory democracy by strengthening
gender equity in local government;
v) Creation of an enabling environment for economic
development to stimulate competitive, inclusive and
sustainable economies by March 2019.
Service delivery objectives and indicators
The programme is divided into three Sub-Programmes:
INTERGOVERNMENTAL RELATIONS The Intergovernmental Relations Unit’s strategic objec-
tive was to review and develop policy, and assess the
impact of internal legislation and sector legislation on
provincial and local government. The sub-programme
in the financial year under review focused on finalis-
ing the assessment of the IGR structures at national
and provincial level, and producing a comprehensive
2.4.2 Programme 2: Policy Research and Knowledge Management
Synthesis Report. The assessments were conducted
in terms of the effective administration of the Intergov-
ernmental Relations Framework Act (2005), and the
assessment cycle is now complete. Intergovernmental
coordination is an essential element of monitoring the
implementation of Back to Basics, and the IGR struc-
tures are playing a key role in this regard.
The Unit also monitored the impact of nine S139 inter-
ventions, by holding engagement sessions with officials
and appointed Administrators in the selected munici-
palities under intervention. A consolidated Report was
then compiled detailing the root causes of the inter-
ventions in these nine (9) municipalities; the impact of
the intervention in terms of restoring good governance
and service delivery; and then a key focus on what has
worked and what has not worked in terms of the more
sustainable application of S139 interventions going for-
ward. The Back to Basics approach will also assist to
guide the management of dysfunctional municipalities
going forward.
POLICY AND RESEARCH Policy and Research Methods provides technical pol-
icy and research support to the department aimed at
improving the service delivery performance of mu-
nicipalities, fostering compliance with legislation, and
conducting research on key challenges facing local
government. Research alerts, highlighting events in the
municipal and provincial environment regarding service
delivery, local economic development and public par-
ticipation matters are also provided to the department.
Profiles of municipalities are developed and updated in
support of political visits.
URBAN DEVELOPMENT The Urban Development Unit’s strategic objective is
to provide an interdepartmental and inter-governmen-
41
Chapter 2
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op
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Go
vern
an
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al R
ep
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rt B
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rfo
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Info
rma
tio
n
tal approach to attain integrated urban development.
During this financial year, the draft Integrated Urban
Development Framework was approved by Cabinet for
public consultation. The public consultation process
started in October 2014 and will be completed in June
2015. Consultation sessions were held in various prov-
inces. Lever specific sessions were held in conjunction
with several partners. The Draft was also presented at
various structures and meetings, to encourage inputs
and recommendations for improvement.
Through the support of the European Union Dialogue
Facility, the draft document has also been peer reviewed
to, among others, benchmark the principles outlined in
the Draft IUDF with international practices, assess syn-
ergy of the various levers and priorities as well as to pro-
pose recommendations for the implementation plan.
The Department further partnered with the Deutsche
Gesellschaft für Internationale Zusammenarbeit (GIZ) to
review the draft on the inclusion of vulnerable groups.
The reviews and consultations will be finalised in June
2015, and the recommendations incorporated into the
revised document.
DEVELOPMENT PLANNING The Development Planning Unit’s strategic objectives
are to facilitate and coordinate alignment of various de-
velopment planning instruments within and strengthen
intergovernmental planning across the three spheres of
government by 2019. The sub-programme in this finan-
cial year supported 4 provinces to develop IDP support
plans by 31 March 2015. In addition, 25 municipalities
were supported through training and development of
Geographic Information Systems (GIS).
LOCAL ECONOMIC DEVELOPMENT A shortened, edited and more precise National LED
Framework 2014-2019 was completed. The National
LED Strategic Implementation and Action Plan (SIAP)
has been completed which will serve as a national
action plan that spells out cross-sector plans on LED,
indicators and targets, how the plans are to be imple-
mented, roles of different role-players and the resourc-
es required, as well as monitoring and evaluation frame-
works for the next five years. The activities under the
SIAP are also directly linked to the Key Focus Areas of
the Back to Basics Programme. It sets out the specific
activities to be undertaken by the various role players
at different levels with indicators, milestones or targets
as well as timeframes including municipalities, national
and provincial government, private sector, academia,
civil society, non-governmental organisations and state
owned agencies.
Through interdepartmental collaborations the Unit in
partnership with the GIZ has been able to develop a
decision making tool to assist municipalities to make an
informed decision on whether a Municipal Entity is the
most appropriate mechanism for implementing a spe-
cific service delivery or economic development func-
tion. Fourteen (14) municipalities have participated in
the LED capacity building programme offered through
the University of Johannesburg in partnership with the
Department of Trade and Industry. The programme
focuses on Municipal LED Maturity Assessment and
training in response to the recommendations of the
assessment. These municipalities include Siyathemba;
John Taolo; Alfred Nzo,Tswelopele; Rustenburg; Kge-
tleng; Moopgophong; Waterberg; Fetakgomo; Gariep;
Westonaria; Koukamma; Randfontein and Umgungun-
dlovu.
42
SE
RV
ICE
DE
LIV
ER
Y A
CH
IEV
EM
EN
TS
Str
ate
gic
O
bje
ctiv
e
Act
ua
l Ach
ieve
me
nt
20
13/
14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Rev
iew
and
dev
elop
po
licy
and
asse
ss
impa
ct o
f in
tern
al
legi
slat
ion
and
sect
or le
gisl
atio
n on
Pr
ovin
cial
and
LG
The
Ass
essm
ent
Phas
e w
as
not
final
ised
and
the
Rep
ort is
st
ill u
nder
dev
elop
men
t
Rep
ort on
the
as
sess
men
t of
N
atio
nal a
nd P
ro-
vinc
ial I
GR
str
uc-
ture
s pr
oduc
ed
by 3
1 M
arch
201
5
Rep
ort on
the
as
sess
men
t of
N
atio
nal a
nd P
ro-
vinc
ial I
GR
str
uc-
ture
s pr
oduc
ed
by tar
get da
te
Ach
ieve
d
Ass
essm
ent
Fram
ewor
k de
vel-
oped
, Int
ervi
ews
and
ques
tion-
naire
s w
ere
com
plet
ed, M
inI
Rep
orts
on
stru
ctur
es p
repa
red
and
cons
olid
ated
into
Fin
al S
yn-
thes
is R
epor
t on
fun
ctio
nalit
y in
te
rms
of the
IGR
FA.
--
A r
epor
t on
the
im
pact
of S13
9
inte
rven
tions
co
mpi
led
by 3
1
Mar
ch 2
015.
Impa
ct o
f Sec
tion
139 in
terv
entio
ns
in m
unic
ipal
ities
as
sess
ed b
y ta
rget
dat
e
Ach
ieve
d
A c
ompr
ehen
sive
rep
ort on
the
im
pact
of se
ctio
n 13
9 in
terv
en-
tions
, and
less
ons
lear
ned,
in
9 m
unic
ipal
ities
, pro
duce
d by
M
arch
201
5.
--
Enh
ance
the
reg
ula-
tory
, ins
titut
iona
l and
su
ppor
t fr
amew
ork
for
LG a
cros
s pr
ov-
ince
s an
d m
unic
ipal
-iti
es b
y 201
9
4 R
esea
rch
pape
rs w
ere
deve
l-op
ed. T
he t
opic
s w
ere:
• Ser
vice
Del
iver
y Pr
otes
ts
(als
o up
date
d in
the
4th
qu
arte
r fo
r th
e D
M’s
sem
i-na
r)•
Tren
ds o
n co
mpl
ianc
e an
d le
sson
s on
goo
d go
vern
ance
fr
om t
he a
udit
outc
omes
of
LG 2
011/
12•
Mun
icip
al F
inan
cial
Man
age-
men
t an
d A
udit
perf
orm
ance
ou
tcom
es•
Prog
ress
with
ser
vice
del
iver
y
Res
earc
h on
id
entifi
ed s
trat
e-gi
c ar
eas
con-
duct
ed
Res
earc
h on
id
entifi
ed s
trat
e-gi
c ar
eas
con-
duct
ed
Ach
ieve
d
4 R
esea
rch
pape
rs w
ere
deve
l-op
ed. T
he top
ics
wer
e:
• Sta
tus
quo
in D
istr
ict M
unic
-ip
aliti
es•
Profi
les
of 4
4 D
istr
ict M
unic
-ip
aliti
es•
Rep
ort on
opt
ions
/ s
trat
egie
s to
stren
gthe
n D
istr
ict M
unic
i-pa
litie
s an
d•
Rep
ort on
the
impl
icat
ions
of
pro
pose
d re
form
s to
st
reng
then
Dis
tric
ts.
--
43
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
2 •
Pa
rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
Str
ate
gic
O
bje
ctiv
e
Act
ua
l Ach
ieve
me
nt
20
13/
14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Faci
litat
e an
d co
or-
dina
te a
lignm
ent
of
vario
us d
evel
opm
ent
plan
ning
inst
rum
ents
w
ithin
and
acr
oss
the
thre
e sp
here
s
Str
ateg
ic le
vers
of
the
draf
t
IUD
F ha
ve b
een
final
ised
. The
im
plem
enta
tion
fram
ewor
k is
in t
he p
roce
ss o
f be
ing
final
ised
.
IUD
F Im
ple-
men
tatio
n Pl
an
deve
lope
d by
31
Mar
ch 2
015
Inte
grat
ed U
rban
D
evel
opm
ent
Fram
ewor
k (I
UD
F)
Impl
emen
tatio
n Pl
an d
evel
oped
by
targ
et d
ate
Part
ially
Ach
ieve
d
The
draf
t IU
DF
was
app
rove
d by
Cab
inet
in S
epte
mbe
r 201
4
for
publ
ic c
onsu
ltatio
n.
Con
sulta
tion
proc
ess
star
ted
in O
ctob
er 2
014 a
nd w
ill b
e co
mpl
eted
in J
une
201
5.
The
draf
t IU
DF
and
Impl
emen
-ta
tion
Plan
not
ye
t re
vise
d fo
r ap
prov
al b
y C
abin
et.
The
cons
ulta
tion
fram
ewor
k w
as
revi
sed
due
to the
nu
mbe
r of
ses
sion
s to
be
con
clud
ed a
s pe
r th
e st
akeh
olde
r st
rate
-gy
and
req
uest
s from
va
rious
sta
keho
lder
s.
New
pro
ject
4 p
rovi
nces
sup
-po
rted
to
deve
lop
IDP
supp
ort pl
ans
by 3
1 M
arch
201
5
Num
ber
of p
rov-
ince
s su
ppor
ted
in
the
deve
lopm
ent
of ID
P su
ppor
t pl
ans
by tar
get
date
Ach
ieve
d
4 p
rovi
nces
wer
e su
ppor
ted
to
deve
lop
IDP
supp
ort pl
ans
by
31 M
arch
201
5
--
Cre
atio
n O
f A
n En
-ab
ling
Envi
ronm
ent
For
Econ
omic
Dev
el-
opm
ent
To S
timul
ate
Com
petit
ive,
Incl
u-si
ve a
nd S
usta
inab
le
Econ
omie
s
The
fram
ewor
k do
cum
ent ha
s be
en c
oncl
uded
as
the
basi
s fo
r a
com
preh
ensi
ve s
trat
egy
for
the
coun
try
Dur
in t
he f
ourt
h qu
arte
r TO
Rs
for
the
stra
tegy
wer
e de
vel-
oped
Nat
iona
l LED
Str
ateg
ic Im
-pl
emen
tatio
n an
d A
ctio
n Pl
an
deve
lope
d an
d im
plem
ente
d
Nat
iona
l LED
Str
a-te
gic
Impl
emen
-ta
tion
and
Act
ion
Plan
dev
elop
ed
and
impl
emen
ted
by tar
get da
te
Part
ially
Ach
ieve
d
A c
ompl
eted
dra
ft S
trat
egic
Im
plem
enta
tion
and
Act
ion
Plan
fo
r N
atio
nal a
nd P
rovi
ncia
l Gov
-er
nmen
t, N
GO
s, C
ivil
Soc
iety
, B
usin
ess
and
Aca
dem
ia h
as
been
com
plet
ed.
Sta
keho
lder
con
sulta
tions
are
pl
anne
d in
pro
vinc
es o
n th
e dr
aft do
cum
ent fo
r co
nsol
ida-
tion
and
subm
issi
on to
Min
Mec
Del
ays
in p
ro-
cure
men
t af
fect
-ed
the
tar
gets
of
the
proj
ect.
The
proj
ect w
ill b
e co
nclu
ded
durin
g qu
arte
r 1 o
f th
e 201
5/1
6 fi
nanc
ial y
ear
Priv
ate
sect
or
colla
bora
tive
part
ners
hips
fac
il-ita
ted
to rol
l-ou
t su
ppor
t pl
ans
in
mun
icip
aliti
es
Col
labo
rativ
e Pa
rt-
ners
hips
fac
ilita
t-ed
bet
wee
n th
e Pr
ivat
e Sec
tor
and
Loca
l Gov
ernm
ent
Ach
ieve
d
Cat
alyt
ic B
usin
ess
Vent
ures
w
ere
faci
litat
ed -
with
Ang
lo
Am
eric
an, I
mpa
la P
latin
um, I
DC
an
d D
BS
A t
o su
ppor
t th
e B
usi-
ness
Dev
elop
men
t Pr
ogra
mm
e fo
r th
e id
entifi
ed m
unic
ipal
ities
.
--
44
PR
OG
RA
MM
E 2
: SU
B P
RO
GR
AM
ME
BU
DG
ET A
ND
AC
TU
AL
EX
PE
ND
ITU
RE
The
expe
nditu
re a
nd v
aria
nce
vers
us t
he fi
nal a
ppro
pria
tion
is p
rovi
ded
belo
w:
Su
b-P
rog
ram
me
Na
me
20
14/
20
152
013
/2
014
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce
(Ove
r) U
nd
er
Exp
en
dit
ure
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce
(Ove
r) U
nd
er
Exp
en
dit
ure
Man
agem
ent:
Res
earc
h a
nd
Pol
icy
4 1
513 4
04
747
3 0
38
3 0
38
-
Polic
y M
eth
ods
and
Res
earc
h7 7
92
6 7
59
1 0
33
5 8
575 8
3720
Kn
owle
dge
an
d In
form
atio
n M
anag
emen
t8 3
08
8 3
08
-7 2
89
6 5
7871
1
Tota
l 2
0 2
5118
471
1 7
80
16 1
84
15 4
53
731
45
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
2 •
Pa
rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
2.4.3 Programme 3: Governance and Intergovernmental Relations
Purpose
Manage, promote and facilitate an effective system
of intergovernmental fiscal relations in support of
municipalities, to deliver sustainable infrastructure for
increased access to basic services, improve audit out-
comes, and implement the Municipal Property Rates
Act.
Objectives and measures
The programme seeks to achieve the following ob-
jectives:
i) Manage the implementation of the Municipal Prop-
erty Rates Act (MPRA) by implementing the regu-
latory framework, monitoring and supporting mu-
nicipalities regarding compliance with the MPRA by
March 2019;
ii) Implement initiatives to improve financial sustain-
ability, revenue management and audit outcomes
in Local Government;
iii) Strengthen the capacity of municipalities to deliver
sustainable infrastructure and increase access to
basic services, including provision of free basic ser-
vices to the poor by 31 March 2019; and
iv) Effectively manage the Municipal Infrastructure
Grant (MIG) programme by March 2019.
Service delivery objectives and indicators
MUNICIPAL AUDIT OUTCOME AND REVENUE MANAGEMENT During the year under review a Local Government Au-
dit Response Plan based on the 2012/13 local govern-
ment audit outcomes was developed and implemen-
tation monitored through provincial Intergovernmental
Relations structures. Credit control and debt collection
policies of 12 municipalities’ were evaluated. The gaps
identified during the evaluation process were provid-
ed as guidance for municipalities to implement during
future budget processes. Six Feasibility study reports
on revenue enhancement through the public & private
partnership on smart meter have been completed. 24
municipalities were monitored and assisted to recover
outstanding debt by government departments.
MUNICIPAL PROPERTY RATES ACT During the year under review, 40 municipalities were
monitored and assessed with respect to compliance
with the Municipal Property rates Act (MPRA) and
guidance (by way of findings and recommendations)
was provided to 29 non-complying municipalities. The
assessment indicated that 11 municipalities were in
compliance. To address recurring weaknesses and
challenges identified in respect of similar work un-
dertaken in 2012/13 and 2013/14 financial years (on
24 and 30 municipalities respectively), Circular No. 6
(of 10 April 2014) accompanied by specimen property
rates by-law, and a resolution for levying rates, (which
provided guidance on implementation of relevant sec-
tions of the Act) was issued to all 234 municipalities
(with power to levy property rates) and provinces.
Secondly, Circular No. 8 (of 19 December 2014) which
provided guidance to provinces and all 234 municipal-
ities regarding the correct application of section 80 of
the Act (condoning of municipal non-compliance with
actions that must be done within specific stipulated
time frames) was also issued. In addition, Circular No.
7 (of 15 December 2014) communicating critical pro-
visions of the Municipal Property Rates Amendment
Act (2014) and related matters, which require explana-
tion to facilitate implementation, was issued to all 234
municipalities and provinces.
46
MUNICIPAL INFRASTRUCTURE DEVELOPMENT COORDINATIONTo facilitate Infrastructure Development collaboration
between various stakeholders on municipal infrastruc-
ture development through the Inter-Ministerial Task
Team on Basic Services and the administration of the
Municipal Infrastructure Grant (MIG) which is aimed
at funding infrastructure to assist in addressing service
backlogs, with a special focus on 27 prioritised District
Municipalities in terms of the Medium Term Strategic
Framework 9.
The total allocation of the MIG grant for the 2014/15
financial year is R14, 8 billion. As at 31 March 2015,
100 percent of the allocation was transferred and 59
percent was reported as spent. The expenditure can
be broken down as follows in terms of the sectors: 32
percent on water, 19 percent on sanitation, 1 percent
on community lighting, 33 percent on roads and storm
water, 1 percent on solid waste, 4 percent on sport and
recreation, 7 percent on public facilities (cemeteries, li-
braries, community halls, taxi ranks etc.) 2 percent on
uncategorised projects and 2 percent on the project
management units.
In terms of the 27 District Municipalities, as at
end March 2015, they have spent 57 percent
(R7, 5 billion) of their allocation of R13,2 billion. A bal-
ance of R5, 7 billion is still to be spent in the last three
months of the financial year.
As at 31 March 2015 the following projects were in var-
ious stages of pre-implementation and implementation
specifically in the 27 District Municipalities: 349 water
projects, 171 sanitation projects, 45 community or street
lighting projects, 768 roads and storm water projects,
28 Solid waste projects, 133 sport projects and 380
other public facilities such as cemeteries, community
halls, taxi ranks and libraries.
FREE BASIC SERVICES COORDINATIONDuring the year under review support to 40 municipal-
ities was completed. Recommendations and actions
were agreed upon with each municipality for implemen-
tation. The reviews of all Indigent Policies and Registers
were completed. The specific recommendations on the
review and update of Indigent Policies and Registers,
based on gaps identified, were packaged in guidelines
for municipalities to implement.
47
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
2 •
Pa
rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
SE
RV
ICE
DE
LIV
ER
Y A
CH
IEV
EM
EN
TS
The
tabl
e be
low
pro
vide
s ac
tual
pro
gres
s ag
ains
t pl
anne
d ta
rget
s pe
r su
b-pr
ogra
mm
e as
wel
l as
reas
ons
for
varia
nce
on t
arge
ts t
hat
wer
e ei
ther
par
tially
ach
ieve
d or
not
achi
eved
.
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n f
rom
Act
ua
l A
chie
vem
en
t
Co
mm
en
t o
n
De
via
tio
ns
Impl
emen
t in
itiat
ives
to
im-
prov
e fin
anci
al
sust
aina
bilit
y,
reve
nue
man
-ag
emen
t an
d au
dit
outc
omes
in
Loc
al G
ov-
ernm
ent.
New
pro
ject
A
Loc
al G
over
nmen
t A
udit
Res
pons
e Pl
an
base
d on
the
201
3/1
4
loca
l gov
ernm
ent au
dit
outc
omes
dev
elop
ed,
impl
emen
tatio
n m
on-
itore
d an
d a
repo
rt
prod
uced
by
31 M
arch
201
5 t
hrou
gh p
rovi
ncia
l IG
R s
truc
ture
s.
Loca
l Gov
ernm
ent A
udit
resp
onse
pla
n de
velo
ped,
im
plem
ente
d an
d a
repo
rt
prod
uced
by
targ
et d
ate
Ach
ieve
d
The
impl
emen
tatio
n of
the
aud
it ou
tcom
es r
espo
nse
plan
was
m
onito
red
and
a re
port
pro
-du
ced.
The
201
3/1
4 n
atio
nal a
udit
resp
onse
pla
n w
as a
lso
pro-
duce
d.
--
-Fr
amew
ork
for
im-
prov
ing
the
leve
l of
assu
ranc
e pr
ovid
ed
by k
ey rol
e pl
ayer
s in
mun
icip
al fi
nanc
ial
man
agem
ent an
d go
v-er
nanc
e de
velo
ped
and
appr
oved
Fram
ewor
k fo
r im
prov
ing
the
leve
l of as
sura
nce
prov
ided
by
key
role
pla
y-er
s in
mun
icip
al fi
nanc
ial
man
agem
ent an
d go
v-er
nanc
e de
velo
ped
and
impl
emen
ted
Ach
ieve
d
The
fram
ewor
k w
as reg
arde
d as
insu
ffici
ent to
add
ress
the
po
licy
gap. A
legi
slat
ive
revi
ew
is n
eces
sary
. The
pro
ject
was
th
eref
ore
incl
uded
into
the
Lo-
cal G
over
nmen
t La
ws
Am
end-
men
t B
ill p
roce
ss.
The
proj
ect re
late
d to
the
de-
velo
pmen
t an
d ap
prov
al o
f a
Fram
ewor
k fo
r im
prov
ing
the
leve
l of as
sura
nce
prov
ided
by
key
rol
e pl
ayer
s in
mun
ic-
ipal
fina
ncia
l man
agem
ent
and
gove
rnan
ce h
as b
een
inco
rpor
ated
to
form
par
t of
th
e le
gisl
ativ
e re
view
thr
ough
th
e Lo
cal G
over
nmen
t La
ws
Am
endm
ent B
ill
-
-A
sup
port
pro
gram
me
to s
tren
gthe
n th
e fu
nctio
nalit
y of
MPA
C’s
de
velo
ped
by 3
0 J
une
201
4 a
nd im
plem
ente
d by
31 M
arch
201
5
Initi
ativ
es to
stre
ngth
en
the
finan
cial
man
agem
ent
assu
ranc
e an
d ov
ersi
ght
to lo
cal g
over
nmen
t de
-ve
lope
d an
d im
plem
ente
d by
tar
get da
te.
Ach
ieve
d
Trai
ning
was
con
duct
ed in
M
arch
201
5 tar
getin
g 4 p
rov-
ince
s: G
aute
ng; N
orth
ern
Cap
e;
Mpu
mal
anga
and
Fre
e Sta
te.
--
48
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n f
rom
Act
ua
l A
chie
vem
en
t
Co
mm
en
t o
n
De
via
tio
ns
Impl
emen
t in
itiat
ives
to
im-
prov
e fin
anci
al
sust
aina
bilit
y,
reve
nue
man
-ag
emen
t an
d au
dit
outc
omes
in
Loc
al G
ov-
ernm
ent
30 C
redi
t co
ntro
l an
d de
bt c
ol-
lect
ion
polic
ies
have
bee
n as
sess
ed; m
u-ni
cipa
litie
s ha
ve
been
info
rmed
of
pol
icy
gaps
id
entifi
ed.
Mun
icip
ality
spe
cific
in
itiat
ives
to
impr
ove
reve
nue
man
agem
ent
and
debt
col
lect
ion
deve
lope
d an
d im
ple-
men
ted
in 2
0 m
unic
-ip
aliti
es b
y 31
Mar
ch
201
5
Initi
ativ
es to
impr
ove
reve
nue
man
agem
ent an
d de
bt c
olle
ctio
n in
spe
cific
m
unic
ipal
ities
dev
elop
ed
and
impl
emen
ted
by
targ
et d
ate.
Ach
ieve
d
12 m
unic
ipal
ities
’ cre
dit co
ntro
l an
d de
bt c
olle
ctio
n po
licie
s w
ere
eval
uate
d an
d gu
idan
ce
on h
ow to
impl
emen
t th
e ga
ps
iden
tified
was
pro
vide
d;
6 F
easi
bilit
y st
udy
repo
rts
on
reve
nue
enha
ncem
ent pu
blic
pr
ivat
e pa
rtne
rshi
ps, a
nd s
mar
t m
eter
pro
ject
s ha
ve b
een
com
-pl
eted
;
24 m
unic
ipal
ities
wer
e m
on-
itore
d on
pay
men
t of
out
-st
andi
ng d
ebt by
gov
ernm
ent
depa
rtm
ents
--
new
Dev
elop
and
impl
e-m
ent
an a
ctio
n pl
an for
th
e im
prov
emen
t of
the
C
ity o
f Jo
hann
esbu
rg
Met
ro’s
bill
ing
chal
-le
nges
Dev
elop
and
impl
emen
t ac
tion
plan
s fo
r im
prov
-in
g th
e bi
lling
sys
tem
s of
M
etro
polit
an M
unic
ipal
-iti
es
Ach
ieve
d
An
actio
n pl
an w
as d
evel
oped
st
ipul
atin
g ke
y fo
cus
area
s in
th
e im
prov
emen
t of
the
CoJ
bi
lling
cha
lleng
es. C
oJ h
ad
to p
riorit
ise
fund
ing
for
the
impl
emen
tatio
n of
the
pla
n as
th
ese
wer
e no
t af
ford
able
by
the
depa
rtm
ent.
--
49
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
2 •
Pa
rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
Str
ate
gic
O
bje
ctiv
e
Act
ua
l Ach
ieve
me
nt
20
13/
14P
lan
ne
d T
arg
et
20
14/
15In
dic
ato
rs
Act
ua
l Ach
ieve
me
nt
20
14/
15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Man
age
the
impl
emen
tatio
n of
the
MPR
A b
y im
plem
entin
g th
e re
gula
tory
fr
amew
ork,
an
d m
onito
ring
mun
icip
aliti
es
rega
rdin
g co
m-
plia
nce
with
the
A
ct.
30 m
unic
ipal
ities
mon
i-to
red
and
asse
ssed
with
re
spec
t to
com
plia
nce
with
the
MPR
A a
nd
guid
ance
pro
vide
d to
no
n-co
mpl
iant
mun
icip
al-
ities
40 m
unic
ipal
ities
mon
-ito
red,
and
ass
esse
d pe
rtai
ning
to
com
pli-
ance
with
the
MPR
A
and
guid
ance
pro
vide
d to
non
-com
plyi
ng m
u-ni
cipa
litie
s by
31 M
arch
201
5
Num
ber
of m
unic
ipal
ities
m
onito
red,
ass
esse
d an
d gu
ided
to
com
ply
with
M
PRA
by
targ
et d
ate.
Ach
ieve
d
40 m
unic
ipal
ities
wer
e m
oni-
tore
d an
d as
sess
ed p
erta
inin
g to
com
plia
nce
with
the
MPR
A
and
guid
ance
on
how
to
ad-
dres
s th
e no
n-co
mpl
ianc
e w
as
prov
ided
to
29 n
on-c
ompl
ying
m
unic
ipal
ities
. The
ass
essm
ent
foun
d 11
mun
icip
aliti
es to
be in
co
mpl
ianc
e.
--
Str
engt
hen
the
capa
city
of
mun
icip
ali-
ties
to d
eliv
er
sust
aina
ble
in-
fras
truc
ture
and
in
crea
se a
cces
s to
bas
ic s
er-
vice
s, in
clud
ing
prov
isio
n of
fre
e ba
sic
serv
ices
to
the
poo
r
Tota
l mun
icip
aliti
es
supp
orte
d ar
e 61
. Cap
ac-
ity b
uild
ing
wor
ksho
ps
conv
ened
with
mun
icip
al
man
ager
s fo
r FB
S a
nd
coun
cillo
rs r
espo
nsib
le f
or
FBS in
FS, E
C, K
ZN, a
nd
NW
& N
C. T
he w
orks
hops
ca
paci
tate
d m
unic
ipal
-iti
es w
ith m
echa
nism
s to
pro
vide
FB
S t
o po
or
hous
ehol
ds. R
epor
ts f
or
all w
orks
hops
det
ailin
g ac
hiev
emen
ts a
re a
vail-
able
40 m
unic
ipal
ities
sup
-po
rted
on
mec
hani
sm
to p
rovi
de F
BS b
y 31
M
arch
201
5
Iden
tified
mun
icip
aliti
es
supp
orte
d on
mec
ha-
nism
s to
pro
vide
FB
S b
y ta
rget
dat
e
Ach
ieve
d
Sup
port
to
40 m
unic
ipal
ities
co
mpl
eted
; hig
h le
vel r
ecom
-m
enda
tions
and
act
ions
agr
eed
upon
with
eac
h m
unic
ipal
ity for
im
plem
enta
tion.
--
50
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n f
rom
Act
ua
l A
chie
vem
en
t C
om
me
nt
on
D
evi
ati
on
s
Non
e Ph
ase
1: D
raft r
epor
t on
dat
a co
llect
ion
prod
uced
by
31 M
arch
201
5
Eval
uatio
n on
the
FB
S
prog
ram
con
duct
ed b
y ta
rget
dat
e
Not
App
licab
le
This
pro
ject
was
dis
-co
ntin
ued
and
rem
oved
from
the
APP
in Q
2, t
o av
oid
undu
e du
plic
atio
n w
ith the
ass
essm
ents
of
mun
icip
aliti
es (
i.e. B
ack
to
Bas
ics
profi
les)
.
-
New
indi
cato
r M
IG p
roje
cts
and
Wat
er In
fras
truc
ture
B
ackl
ogs
alig
ned
Num
ber
of M
unic
ipal
ities
su
ppor
ted
to Im
prov
e pl
anni
ng for
impr
oved
sp
endi
ng a
nd In
fras
truc
-tu
re b
ackl
og e
radi
catio
n
Part
ially
ach
ieve
d
MIG
pro
ject
s an
d w
ater
infr
a-st
ruct
ure
proj
ects
alig
ned
in 1
7
of 2
7 tar
gete
d di
stric
ts
10 d
istr
ict m
unic
ipal
ities
no
t ac
hiev
ed a
re s
ubje
ct
to D
WS c
ompl
etin
g ba
ck-
logs
stu
dies
The
proc
ess
to
alig
n M
IG p
roje
cts
will
be
final
ised
by
July
201
5
New
indi
cato
r M
IG P
erfo
rman
ce m
on-
itorin
g an
d re
port
ing
syst
ems
deve
lope
d by
31
Mar
ch 2
015
Impr
oved
MIG
per
for-
man
ce m
onito
ring
and
repo
rtin
g
Part
ially
Ach
ieve
d
The
syst
em h
as b
een
deve
l-op
ed. I
t re
quire
s co
nsul
tatio
n w
ith p
rovi
nces
prio
r to
impl
e-m
enta
tion
New
app
roac
h de
velo
ped
and
introd
uced
to
prov
-in
ces
on 1
2 M
arch
201
5.
Nee
ds fur
ther
con
sulta
tion
with
pro
vinc
es a
nd in
tro-
duct
ion
to m
unic
ipal
ities
.
The
MIG
rep
ortin
g ne
eds
to b
e su
p-po
rted
by
a pr
oper
pr
oces
s w
here
by
mun
icip
aliti
es a
re
acco
unta
ble
for
mon
thly
, qua
rter
ly
and
annu
al rep
orts
.
Effe
ctiv
ely
man
age
the
Mun
icip
al
Infr
astr
uctu
re
Gra
nt
128 m
unic
i-pa
litie
s w
ere
supp
orte
d to
im
plem
ent
the
MIG
pro
gram
me
Mun
icip
aliti
es s
pend
ing
less
tha
n 80%
of M
IG
in p
revi
ous
finan
cial
ye
ar, s
uppo
rted
Perc
enta
ge o
f m
unic
ipal
i-tie
s su
ppor
ted
to im
prov
e M
IG e
xpen
ditu
re b
y ta
rget
da
te
Ach
ieve
d
Spe
cial
inte
rven
tion
mee
tings
w
ere
held
with
mun
icip
aliti
es
who
are
spe
ndin
g le
ss tha
n 80%
of M
IG. M
unic
ipal
ities
w
ere
also
sup
port
ed thr
ough
th
e m
onth
ly p
rogr
ess
mee
tings
--
51
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
2 •
Pa
rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
PR
OG
RA
MM
E 3
: SU
B P
RO
GR
AM
ME
BU
DG
ET
AN
D A
CT
UA
L E
XP
EN
DIT
UR
ETh
e ex
pend
iture
and
var
ianc
e ve
rsus
the
fina
l app
ropr
iatio
n is
pro
vide
d be
low
:
Su
b-P
rog
ram
me
Na
me
20
14/
20
152
013
/2
014
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce
(Ove
r) U
nd
er
Exp
en
dit
ure
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce
(Ove
r) U
nd
er
Exp
en
dit
ure
Man
agem
ent:
Gov
ern
ance
15 4
66
15 4
66
-9 8
00
9 7
99
1
Inte
rgov
ern
men
tal C
oord
inat
ion
6 3
196 3
19-
4 9
86
4 9
86
-
Inte
rgov
mn
tl F
isca
l Rel
atio
n12
425
12 4
25
-26 8
58
15 6
29
11 2
29
Gov
ern
ance
an
d P
ub
lic P
arti
cip
atio
n2 9
772 9
77-
3 5
773 5
09
68
Sou
th A
fric
an L
ocal
Gov
ern
men
t A
ssoc
iati
on26 9
04
26 9
04
-25 9
99
25 9
99
-
Mu
nic
ipal
Dem
arca
tion
Boa
rd4
4 2
30
44 2
30
-42 1
52
42 1
52
-
Sou
th A
fric
an C
itie
s N
etw
ork
6 0
716 0
71-
13 9
09
13 8
88
21
Un
ited
Cit
ies
and
Loc
al G
over
nm
ent
of A
fric
a5 5
94
3 2
09
2 3
85
3 2
08
-3 2
08
Loca
l Gov
ern
men
t Eq
uit
able
Sh
are
44 4
90 1
45
41 5
92 0
702 8
98 0
7540 5
95 0
1038 9
64 2
52
1 6
30 7
58
Tota
l 4
4 6
10 1
3141
70
9 6
712
90
0 4
60
40
72
5 4
99
39
08
0 2
141
64
5 2
85
52
Purpose
Promote an integrated and coordinated system of disas-
ter management with special emphasis on prevention,
mitigation and preparedness by national, provincial and
municipal organs of state, statutory functionaries and
other role players involved in disaster management and
communities. This programme is also responsible for the
administration and oversight of fire services legislation.
Objectives and measure
The programme seeks to achieve the following objectives:
i) Support the establishment and operation of effective
fire services and disaster management by:
- enhancing the fire services legislative framework
by developing a draft Fire Services White Paper by
March 2016, to ensure that the legislation is respon-
sive to the changing conditions in the sector; and
- introducing the Disaster Management Amendment
Bill to Parliament, by March 2016.
ii) Create public awareness of disaster reduction by rolling
out the disaster risk reduction advocacy and aware-
ness programmes, such as International Day for Disas-
ter Reduction in provinces, by March 2016.
iii) Develop and implement a monitoring and evaluation
framework to improve and strengthen the system of di-
saster management and fire services, by March 2016.
Service delivery objectives and indicators
LEGISLATION, POLICY AND COMPLIANCE MANAGEMENTThe Chief Directorate: Legislation, Policy and Compliance
Management develops disaster management and fire
services policies, legislative frameworks and guidelines
derived from the Disaster Management Act, 2002; the
2.4.4 Programme 4: National Disaster Management Centre (NDMC)
National Disaster Management Framework, 2005, and
the Fire Brigade Services Act, 1987. The Chief Director-
ate also provides support to stakeholders on the imple-
mentation of the policies and frameworks across the
sectors and spheres of government.
In 2014/15, the Chief Directorate: Legislation, Policy and
Compliance Management, in executing this mandate,
§ Developed three national policy documents which
include,
- The Draft White Paper on Fire Services, approved
by the Minister for submission to Cabinet. As part
of this process, the unit extensively engaged with
fire services stakeholders in all spheres of govern-
ment and the private sector to obtain inputs and
support for the draft White Paper on Fire Service;
- The Disaster Management Amendment Bill, ap-
proved by Cabinet for submission to Parliament;
and
- The National Fire Safety and Prevention Strategy.
§ Developed two organisational policy documents
which include,
- The Disaster Management Legislative Compliance
Framework, and
- The Procedure for the development of disaster
management guidelines.
§ Supported response efforts, more particularly to
the earthquake in the North West province and the
floods in Malawi.
§ Supported the development of response plans for
specific hazards more notably the preparations for
incidents at the Pelindaba nuclear complex.
§ Organised and hosted a national fire safety seminar
with a view to provide a platform for sharing good
practices amongst fire safety and prevention prac-
titioners.
§ Prepared a draft National Action Plan for the imple-
mentation of the Urban Search and Rescue Frame-
work.
§ Prepared and signed a Memorandum of Under-
standing (MOU) between the NDMC and the Fire
53
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
2 •
Pa
rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
Protection Association of Southern Africa (FPASA), for
purposes of cooperation on fire services matters.
§ Provided support to various provincial governments on
the organisational arrangements required for the es-
tablishment of a fire services focal point at a provincial
level.
PLANNING, COORDINATION, INTERVENTION AND SUPPORTThe Chief Directorate develops and implements disaster
management operational systems; coordinates disaster
management capacity building and strategic research
across all three spheres of government and provides for
the allocation of disaster response, relief and rehabilitation
funding when there has been a disaster.
Since the beginning of the financial year 2014/15, our
country has experienced numerous disastrous occurrenc-
es resulting from hazards such as drought, fires, floods,
severe storms, etc., which have resulted in significant
losses to property and lives and the destruction on eco-
systems. The following amounts were transferred to the
relevant provinces/municipalities: R10 867 000, R181
312 970 and R85 951 000 for Municipal Disaster Grant,
Municipal Disaster Recovery Grant and Provincial Disaster
Grant, respectively.
EDUCATION AND TRAINING PROGRAMMESFostering partnerships with institutions of higher learning
to promote disaster management education and training
programmes:
The Department of Cooperative Governance (DCoG),
through the National Disaster Management Centre part-
nered with Univen through their School of Environmen-
tal Sciences, to host a national conference under the
theme “Disaster Risk Science and Management: South
Africa’s Response in a Changing Global Environment”,
in March 2015. The conference was two-phased, i.e.:
Pre-Conference – hosted at Univen main campus from
the 25th – 27th of March 2015 and the main confer-
ence – held at Protea Hotel, The Ranch Resort in Polok-
wane
The main conference brought together specialists, ac-
ademics, government departments, public entities and
private organisations with the sole purpose of sharing
information and experiences. The conference further af-
forded disaster management practitioners and profes-
sionals an opportunity to engage in robust discussions
towards ensuring curricula relevance in institutions of
higher learning; with focus on disaster management.
The theme of the main conference was aligned to the
standing memorandum of understanding between the
University of Venda and National Disaster Management
Centre, which encourages the introduction and launch
of a Bachelor’s Degree programme in Disaster Risk Sci-
ences. It is anticipated that this degree programme will
be offered by the University of Venda from the 2016
academic year.
54
ADVOCACY AND PUBLIC AWARENESS PROGRAMMESDuring 2014/2015 financial year, the Directorate facili-
tated the implementation of advocacy and awareness
campaigns in nine (9) Provinces through both oversight
(National Capacity Building Coordinating Forum Meet-
ings), visits and support of provincial events, including
the commemoration of the International Day of Disaster
Reduction (IDDR).
The NDMC disaster risk reduction initiatives implement-
ed in 2014/15 contributed to building individual, institu-
tional and environmental capacities in all three spheres
of government. The disaster risk reduction and capacity
building initiatives enhanced the implementation of in-
ternational and national frameworks (International Day
for Disaster Reduction) as well as community-based di-
saster risk reduction. Communities were capacitated on
how to reduce their disaster risks, thus increasing pre-
paredness towards safe-guarding social, economic and
environmental assets; with greater emphasis on saving
lives.
Commemoration of the International Day of Di-
saster Reduction (IDDR) “Older Persons and Di-
sasters” in three Provinces
Support was provided towards the hosting of the 2014
IDDR commemorations in the Eastern Cape, Gauteng
and North West provinces. The theme for national IDDR
“Older Persons and Disasters” was also launched at
these events.
The national commemoration of the 2014 IDDR was
held in Bojanala Platinum District Municipality - North
West Province from 13 to 14 October 2014. The South
African 2014 IDDR commemoration was honoured by the
presence of United Nations International Strategy for Di-
saster Reduction (UNISDR) delegate from the office of
the UN Secretary General, Ms Sharon Rusu, who partic-
ipated in the event and delivered a message of support
from the United Nations.
The political leadership of the North West led by the Hon.
Premier, S Mahumapelo signed the provincial declaration
and adopted the provincial strategy on disaster risk reduc-
tion as guided by the UNISDR Ten Essentials. The premier
also committed to the implementation of some of the ten
steps through the provincial Setsokotsane programme.
The commemoration was concluded on the second day
(14th October 2014) with an outdoor public event led by
the Honourable Deputy Minister, Mr Nel, Honourable Pre-
mier of North West, Mr Mahumapelo, Deputy Minister
for Water and Sanitation, Ms Tshwete, Traditional Leaders
and Councillors. Following the outdoor public engage-
ments on “The Older Persons and Disasters”, a National
Pledge was signed.
INTELLIGENCE AND INFORMATION MANAGEMENT SYSTEMS The Chief Directorate guides the development of a com-
prehensive information management and communication
system and establishes integrated communication links
with all disaster management role players.
EARLY WARNINGS & CAPABILITY MANAGEMENT SYSTEMSThe Early Warnings and Capability Systems Director-
ate conducts its operational planning in terms of spe-
55
Chapter 2
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op
era
tive
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vern
an
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nnu
al R
ep
ort
• 2
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ap
ter
2 •
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rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
cific clauses within the Disaster Management Act 57
of 2002. In compliance with legislative requirements,
the Directorate produces an annual Indicative Risk and
Vulnerability Profile for various hazards, maintains and
improves a spatial interface (GIS) to assist the disaster
management fraternity and is responsible for dissem-
ination of early warnings for pending disaster events.
During the 2014/15 financial year, the Directorate un-
dertook to produce a National Indicative Risk and Vul-
nerability profile for windstorms, and this was done in
partnership with the South African Weather services. In
addition, the Directorate also commissioned the Coun-
cil for Scientific and Industrial Research (CSIR) Meraka
Institute to quantify the hazard relating to snowfall in
South Africa. This was a first attempt at quantifying a
hazard using multi- temporal satellite imagery and sta-
tistical analysis.
In addition to the above, the directorate was also in-
volved in updating its spatial interface repository of in-
formation to support both local and provincial disaster
management functions and issuing early warnings for
specific severe weather related events.
MONITORING AND EVALUATIONSection 21 of the Disaster Management Act requires
the establishment of mechanisms for monitoring, mea-
suring and evaluation of disaster management plans,
prevention efforts, mitigation, response and recovery by
organs of state and other key role players involved in
disaster management. In this regard the Performance
Monitoring and Evaluation Chief Directorate is respon-
sible for ensuring that an integrated system to monitor
and evaluate the effectiveness of disaster manage-
ment and fire services is developed and implemented
in the country. During the 2014/15 financial year, the
chief directorate developed, consulted and adopted the
Disaster Management M&E Implementation plan, Key
Performance Indicators (KPIs) for the NDMC, Sector
Departments, Provincial Disaster Management Centres
and Municipalities as well as Reporting tools.
SE
RV
ICE
DE
LIV
ER
Y A
CH
IEV
EM
EN
TS
The
tabl
e be
low
indi
cate
s ac
tual
pro
gres
s ag
ains
t pl
anne
d ta
rget
s pe
r su
b-pr
ogra
mm
e as
wel
l as
reas
ons
for
varia
nce
on tar
gets
tha
t w
ere
not ac
hiev
ed.
Str
ate
gic
Ob
ject
ive
A
ctu
al
Ach
ieve
me
nt
20
13/
14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Coo
rdin
atio
n of
eff
ectiv
e fir
e se
rvic
es b
y en
hanc
ing
the
legi
slat
ive
fram
ewor
k fo
r fir
e se
rvic
es t
o re
spon
d to
cha
ngin
g co
nditi
ons
by
Mar
ch 2
019
Dra
ft W
hite
Pap
er
on F
ire S
ervi
ces
was
su
bmitt
ed f
or p
roce
ss-
ing
to t
he O
ffice
of th
e M
inis
ter
Fin
al D
raft
Whi
te P
aper
on
Fire
Ser
vice
s de
velo
ped
and
subm
itted
to
the
Min
iste
r by
31
Mar
ch 2
015
Fire
Ser
vice
s le
gisl
atio
n re
view
ed b
y ta
rget
dat
e
Ach
ieve
d
• W
hite
Pap
er in
tegr
ated
key
issu
es fro
m the
B
2B
Pro
gram
me
• A
ppro
ved
by the
Min
iste
r fo
r fu
rthe
r pr
o-ce
ssin
g th
roug
h C
abin
et s
truc
ture
s •
Dra
ft W
hite
Pap
er w
ill for
m b
asis
for
the
D
raft B
ill o
n Fi
re S
ervi
ces
--
56
Str
ate
gic
O
bje
ctiv
e
Act
ua
l Ach
ieve
me
nt
20
13/
14P
lan
ne
d
Targ
et
20
14/
15In
dic
ato
rs
Act
ua
l Ach
ieve
me
nt
20
14/
15D
evi
ati
on
fr
om
Act
ua
l A
chie
vem
en
t
Co
mm
en
t o
n
De
via
tio
ns
Prom
ote
a cu
lture
of
(D
RR
) di
sast
er
risk
redu
ctio
n to
bu
ild c
omm
uni-
ty r
esili
ence
by
Mar
ch 2
019
A N
atio
nal D
isas
ter
Man
agem
ent
capa
city
bui
ldin
g ac
tion
plan
for
the
ye
ar 2
013/1
4 w
as d
evel
oped
, app
rove
d,
impl
emen
ted
and
mon
itore
d.
Adv
ocac
y an
d aw
aren
ess
cam
paig
ns
wer
e ro
lled-
out
in t
he f
ollo
win
g pr
ovin
ces:
Mpu
mal
anga
, Nor
th W
est,
Lim
popo
, Gau
teng
, Fre
e Sta
te, E
aste
rn
Cap
e an
d Kw
aZul
u-N
atal
. Nor
ther
n C
ape
and
Wes
tern
Cap
e w
ere
supp
ort-
ed in
dev
elop
ing
advo
cacy
mat
eria
ls
and
conc
epts
.
The
Inte
rnat
iona
l Day
for
Dis
aste
r R
educ
tion
(ID
DR
) un
der
the
them
e “L
ivin
g w
ith D
isab
ility
and
Dis
aste
rs”,
w
as c
omm
emor
ated
fro
m 1
4-1
5
Oct
ober
201
3 in
Lim
popo
Pro
vinc
e.
Cou
ntry
pos
ition
pap
er o
n di
sas-
ter-
disa
bilit
y m
ains
trea
min
g w
as
deve
lope
d an
d w
ill b
e co
nsul
ted
in
201
4/1
5 w
ith t
he a
im o
f ha
ving
it
ratifi
ed b
y 31
Mar
ch 2
015.
Nat
iona
l DM
A
dvoc
acy
and
publ
ic a
war
e-ne
ss a
nnua
l pl
an, i
mpl
e-m
ente
d an
d na
tiona
l rep
ort
prod
uced
by
31 M
arch
201
5
Adv
ocac
y
and
awar
enes
s
plan
on
DR
R
deve
lope
d an
d
impl
emen
ted
by tar
get da
te
Ach
ieve
d
• N
atio
nal D
M A
dvoc
acy
and
pub-
lic a
war
enes
s pl
an d
evel
oped
and
ad
opte
d by
the
Nat
iona
l Cap
acity
B
uild
ing
Coo
rdin
atin
g Fo
rum
(N
CB
CF)
Ach
ieve
d
• Th
e N
atio
nal I
DD
R w
as c
omm
emo-
rate
d in
Rus
tenb
urg,
hos
ted
by the
B
ojan
ala
Plat
inum
Dis
tric
t M
unic
ipal
i-ty
and
the
Rus
tenb
urg
LM
• Pu
blic
aw
aren
ess
prog
ram
mes
im-
plem
ente
d in
5 P
rovi
nces
(EC
; KZN
; M
P; N
W &
WC
) on
floo
ds, B
asic
Em
erge
ncy,
Saf
ety
& F
ire E
duca
tion
(BES
AFE
); s
ever
e w
eath
er a
war
enes
s an
d fir
es in
info
rmal
set
tlem
ents
• Pu
blic
aw
aren
ess
prog
ram
me
faci
li-ta
ted
thro
ugh
host
ing
of the
NC
BC
F m
eetin
g th
at a
sses
sed
impl
emen
ta-
tion
of the
NC
BC
F A
ctio
n Pl
an•
Adv
ocac
y co
nduc
ted
thro
ugh
en-
gage
men
ts w
ith M
unic
ipal
ities
on
DM
pla
ns –
B2B
dia
gnos
tic e
xerc
ise
at m
unic
ipal
ities
--
57
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
2 •
Pa
rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
Str
ate
gic
O
bje
ctiv
e
Act
ua
l Ach
ieve
me
nt
20
13/
14P
lan
ne
d
Targ
et
20
14/
15In
dic
ato
rs
Act
ua
l Ach
ieve
me
nt
20
14/
15D
evi
ati
on
fr
om
Act
ua
l A
chie
vem
en
t
Co
mm
en
t o
n
De
via
tio
ns
Dev
elop
Dis
aste
r M
anag
emen
t an
d Fi
re S
ervi
ces
Mon
itorin
g an
d Ev
alua
tion
Sys
tem
to
ens
ure
im-
prov
ed d
isas
ter
man
agem
ent
and
fire
serv
ices
coo
r-di
natio
n by
201
9
The
DM
M&
E Fr
amew
ork
was
dev
el-
oped
and
pre
sent
ed t
o th
e N
atio
nal
Dis
aste
r M
anag
emen
t A
dvis
ory
Foru
m o
n th
e 19
th o
f M
arch
201
4.
Furt
her
inpu
ts w
ere
requ
este
d fo
r th
e im
plem
enta
tion
proc
ess
for
the
next
fin
anci
al y
ear.
The
fram
ewor
k w
as a
lso
pres
ente
d at
the
Adv
isor
y Fo
rum
s in
Nor
ther
n C
ape
and
Free
Sta
te.
Rep
ort on
the
im
plem
enta
-tio
n of
M&
E Fr
amew
ork
prod
uced
by
31 M
arch
201
5
Mon
itorin
g an
d Ev
alua
tion
syst
ems
for
DM
an
d Fi
re S
er-
vice
s de
velo
ped
by tar
get da
te
Ach
ieve
d
• D
M M
&E
Impl
emen
tatio
n Pl
an w
as
deve
lope
d, a
dopt
ed b
y th
e N
DM
AF
and
appr
oved
by
HO
C.
• Ke
y Pe
rfor
man
ce In
dica
tors
(KPI
s) for
N
DM
C, S
ecto
r D
epar
tmen
ts, P
DM
Cs
and
Mun
icip
aliti
es d
evel
oped
, con
-su
lted
upon
and
ado
pted
.•
Rep
ortin
g to
ols
deve
lope
d, a
nd
adop
ted
by P
DM
C. P
rese
nted
to
the
prov
inci
al w
orks
hops
of th
e th
ree
prov
ince
s ta
rget
ed for
sup
port
. Pr
esen
ted
to S
ALG
A a
nd s
ome
of the
PD
MC
Adv
isor
y fo
rum
s.•
Rep
ortin
g to
ols
wer
e ci
rcul
ated
to
all P
DM
Cs
to b
e us
ed for
qua
rter
ly
repo
rts.
•
Perf
orm
ance
rep
orts
rec
eive
d from
3 p
rovi
nces
and
the
ir m
unic
ipal
ities
th
at w
ere
incl
uded
dur
ing
the
pilo
t ph
ase.
• Th
e re
port
on
the
impl
emen
tatio
n of
th
e D
M M
&E
Fram
ewor
k w
as d
evel
-op
ed a
nd a
ppro
ved
by the
Hea
d of
C
entr
e.
--
58
PR
OG
RA
MM
E 4
: SU
B P
RO
GR
AM
ME
BU
DG
ET
AN
D A
CT
UA
L E
XP
EN
DIT
UR
ETh
e ex
pend
iture
and
var
ianc
e ve
rsus
the
fina
l app
ropr
iatio
n is
pro
vide
d be
low
:
Su
b-P
rog
ram
me
Na
me
20
13/
20
142
012
/2
013
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce
(Ove
r) U
nd
er
Exp
en
dit
ure
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce
(Ove
r) U
nd
er
Exp
en
dit
ure
Man
agem
ent:
Hea
d O
f D
isas
ter
19 7
40
17 8
511 8
89
5 5
075 5
07-
Legi
slat
ion
, Pol
icy
and
Com
plia
nce
M
anag
emen
t5 0
215 0
21-
7 2
677 2
67-
Pla
nn
ing
Coo
rdin
atio
n a
nd
Su
pp
ort
41 6
1941
619
-10
990
10 9
90
-
Inte
llige
nce
An
d In
form
atio
n S
yste
ms
M
anag
emen
t9 8
30
9 8
30
-17
735
17 4
11324
Dis
aste
r R
elie
f560 9
52
121 4
83
439 4
69
53
4 6
00
26
4 3
44
270 2
56
Mu
nic
ipal
Dis
aste
r R
ecov
ery
Gra
nt
194 2
53
190 1
02
4 1
5111
8 3
40
118 3
40
-
Tota
l 8
31 4
153
85
90
64
45
50
96
94
43
94
23
85
927
0 5
80
59
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
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ap
ter
2 •
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rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
Purpose
The purpose of the programme is to improve vertical
and horizontal coordination and alignment between the
three spheres of government; promote public partici-
pation in governance through regulatory mechanisms;
and provide oversight, intervention and support pro-
grammes to provinces, municipalities and associated
institutions.
Objectives and measures
i) Strengthen the professionalization and performance
of local government;
ii) Strengthen the functionality of ward committees to
enhance community participation;
iii) Facilitate and coordinate alignment of various devel-
opment planning instruments within and across the
three spheres;
iv) Deepen participatory democracy through strength-
ening gender equity in local government; and
v) Strengthen Anti-corruption capabilities and promote
ethical behaviour/conduct and accountability by
March 2019
Service delivery objectives and indicators
This Programme is divided into seven sub-programmes:
LOCAL GOVERNMENT SUPPORT AND INTERVENTION
§ Municipal Demarcation – current and future commitments
The most pressing need in terms of local government
was to review governance structures to better serve the
needs of our people, including municipal structures. The
review revealed that there are municipalities which are
struggling to deliver services because of insufficient
revenue and inadequate governance arrangements.
The Back-to-Basics programme analysed municipal-
ities across the country and concluded that approx-
imately one-third of all municipalities were dysfunc-
tional. The following four indicators were then used
to assess the sustainability / viability of municipalities:
i) Economic viability;
ii) Tax sustainability;
iii) Financial viability; and
iv) Dependence on inter-governmental transfers.
All of the above options required serious consider-
ation, as the implications for the redetermination of
boundaries could have differing consequences for
municipalities. Some municipalities are not viable and
cannot fully contribute to changing people’s lives. A
possible solution lies in eradicating some municipali-
ties or merging others to create viable delivery struc-
tures that can change the quality of lives of people
within their jurisdiction. After consulting all MECs re-
sponsible for local government in the provinces, a re-
quest was made to the Municipal Demarcation Board
in terms of section 22(2) of the Municipal Demarca-
tion Act.
As part of our integrated approach we are constantly
reviewing the municipal boundaries to improve gov-
ernance, address challenges in unviable municipali-
ties and ensure that communities are better served.
Common weaknesses in such municipalities include
poor accountability and oversight, and inadequate
management systems.
This process should therefore be seen as the first
phase towards addressing non-viable municipalities;
a subsequent phase will follow immediately after the
2016 municipal elections.
2.4.5 Programme 5: Provincial and Municipal Government Support
60
It must be reiterated that the final assessment and deci-
sion on any determination or redetermination of municipal
boundaries rests with the MDB.
Neither the Ministry nor the Department have any legislative
authority to make any decision in this regard. However, the
relevant legislation does permit the Minister to make recom-
mendations to the MDB for its consideration.
§ Preparations for the 2016 Municipal Elec-tions
Preparations are underway by all stakeholders to prepare
for the fourth democratic elections of all municipal councils,
which must be held within 90 days of 18 May 2016. The
number of councillors for each municipal council has been
determined by MECs based on formulae that was published
in the Government Gazette on 9 September 2014.
The MDB is presently engaged with the delimitation of
wards, and it is envisaged that final ward boundaries will be
handed over to the IEC by the MDB during November 2015.
The IEC will then begin with their preparations across the
country for the holding of elections.
As it is likely that there may be changes to some ward
boundaries, we encourage all voters to make sure that they
confirm where they are registered to vote. All persons who
are eligible to vote are urged to register at their electoral of-
fices to enable them to express their choice of councillor in
the 2016 elections.
§ Local Government: General Laws Amend-ment Bill
Work has begun towards the enactment of legislation that
will amend various pieces of legislation that the Department
is responsible for administering. The draft Bill that was devel-
oped is based on inputs made by various stakeholders. The
content of the Bill will be finalised and processed through the
relevant structures in the 2015 / 2016 financial year.
§ Draft Local Government: Municipal Staff Regulations
The development of the draft Local Government: Municipal
Staff Regulations and Guidelines setting out uniform munici-
pal staff systems and procedures in fulfilment of the
Minister’s regulatory powers have been completed.
The draft Regulations are a culmination of protract-
ed and intensive consultations involving key stake-
holders, including labour and have been certified by
the Chief State Law Advisor.
The setting of these uniform standards will strength-
en the capacity of municipalities to perform their
functions by ensuring that municipalities appoint
suitably qualified and competent persons. It will re-
duce the concentration of persons with critical skills
in affluent municipalities, at the expense of smaller
municipalities by allowing horizontal mobility within
local government. These regulations represent gov-
ernment’s resolve to professionalise municipal ad-
ministration and will go a long way to ensuring that
the high incidence of irregular and inappropriate
appointments is ended. The regulations empower
municipalities to move progressively towards the
upliftment of communities through the provision of
basic services to communities.
THE REGULATIONS ON APPOINTMENT AND CONDITIONS OF EMPLOYMENT OF SENIOR MANAGERS ROLLED-OUT § The Minister published the Local Government:
Regulations on Appointment and Conditions of
Employment of Senior Managers (“the Regula-
tions”) on 17 January 2014 (Notice No. 21) (Gov-
ernment Gazette No.37245) for promulgation.
The Department conducted workshops to ensure
consistent interpretation of the regulations by
municipalities and provinces, to provide support
on the implementation of the regulations. Work-
shops targeted provincial and municipal officials
responsible for municipal human resources, per-
formance management system (PMS) and the
Integrated Development Plan (IDP).
§ A total of 227 out of 278 municipalities attend-
ed the workshops, which constitutes more than
82%. A total of 51 municipalities could not at-
tend. A total audience of 1198 local government
executives, provincial and municipal officials
were work-shopped on the implementation of
61
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rma
tio
n
the Regulations (consisting of mayors, deputy may-
ors, mayoral committee members, councillors, mu-
nicipal managers, managers directly accountable to
municipal managers, HR Directors/ Managers, HR
Practitioners, etc). The roll-out of the Regulations is
part of COGTA’s commitment to provide hands-on
support to strengthen the capacity of municipalities
to perform their functions.
LOCAL GOVERNMENT: COMPETENCY FRAMEWORK AND COMPETENCY ASSESSMENT BATTERIESThe Regulations on Appointment and Conditions of
Employment of Senior Managers incorporates the
Local Government: Competency Framework for Se-
nior Managers that prescribes the skills, expertise,
competencies (including competency descriptors and
achievement levels) and qualifications for senior man-
agers. The competency framework consists, on the
one hand, of critical leading competencies that drive
the strategic intent and direction of local government,
and on the other, core competencies that drive the ex-
ecution of the leading competencies.
In order to give effect to the Competency Framework,
the competency assessment batteries have been de-
veloped and piloted in sampled municipalities nation-
ally. The competency assessment batteries have been
validated and the Content Validity Index (CVI) of the
batteries provided evidence of acceptable content in
assessing the various competencies. The main pur-
pose of the competency assessment batteries is de-
velopmental, selection and performance-based as-
sessments. The implementation of the competency
assessment batteries will ensure that municipalities
employ competent senior managers, capable of iden-
tifying challenges besetting the new system of local
government, and propose solutions to such challeng-
es. This will ensure that municipalities appoint senior
managers who will provide and direct a vision for local
government; and plan, manage, monitor and evaluate
specific programmes and projects, in order to deliver
on government priorities.
A Competency Assessment Centre has been establish-
ment within the Department in fulfilment of govern-
ment’s resolve to professionalise local public admin-
istration and strengthen the capacity of municipalities
to perform their functions. The main purpose of the
Competency Assessment Centre is to oversee the im-
plementation of the Competency Framework and As-
sessment Batteries, including operations in all provinc-
es and municipalities. The following model has been
endorsed to set-up the structure of the Competency
Assessment Centre based on the envisaged workload
in each province:
§ 1x National Project Manager
§ 3x National Project Coordinators
§ 9x Provincial Coordinators
§ 8x Metropolitan Municipality Coordinators
§ Record of dismissed staffThe Regulations on the appointment and conditions of
employment of senior managers, passed on 17 Janu-
ary 2014, outlines the various categories of misconduct
and associated sanctions. The consequence or sanc-
tion for financial misconduct, corruption or fraud is that
the person may not be employed in another munici-
pality for ten years. A similar sanction is applicable for
gross misconduct involving elements of dishonesty or
gross negligence. If found guilty of misconduct for sex-
ual assault, sexual harassment or discrimination, the
sanction of eight and five years applies, respectively. If
found guilty of contravening the Code of Conduct for
Municipal Staff, the person will be barred from em-
ployment in a municipality for a period of two years.
These hefty sanctions demonstrate government’s seri-
ousness about consequences for municipal staff found
guilty of misconduct.
A record of dismissed staff, and staff who resigned pri-
or to finalisation of disciplinary proceedings developed
indicates that so far, 2665 disciplinary and dismissal
cases have been captured on the database.
The record will promote good governance and ethical
conduct in local government. The database will serve
as a central repository of information pertaining to dis-
ciplinary proceedings, which will assist in fast tracking
disciplinary cases and serve as a tool to enable munic-
ipalities to “blacklist” staff members who have been
dismissed for misconduct. This record supports gov-
ernment’s resolve to root out corruption in the public
sector, and will prohibit the employment of municipal
62
employees dismissed for misconduct in any municipal-
ity for a prescribed period (the period ranges between
2-10 years).
ANTI-CORRUPTION UNITAs a way of strengthening measures to prevent and
combat fraud and corruption in municipalities, An-
ti-Corruption Technical Working Groups were estab-
lished (ACTWG) in provinces. However, in provinces
where structures similar to the ACTWG already exist-
ed, these structures were aligned and strengthened.
The ACTWGs were established to ensure that the fight
against corruption and the promotion of ethics is inten-
sified, fully coordinated and integrated with synergies
between elements of prevention and enforcement.
The department also conducted an assessment of fo-
rensic reports commissioned by Provinces and in terms
of Section 106 of the Local Government Municipal Sys-
tems Act and those initiated by municipalities for the
period April 2009 to October 2014. The outcome of the
assessment will assist in terms of facilitating criminal,
civil, asset-forfeiture actions emanating from the rec-
ommendations of forensic reports. In instances where
fraud, corruption and maladministration have been
identified, such matters are being referred to law en-
forcement agencies.
A consolidated progress report on allegations of cor-
ruption and related offences reported through the Na-
tional Anti-Corruption Hotline was prepared and sub-
mitted to the Public Service Commission. All provinces
were requested to provide feedback on cases referred
to them.
COORDINATION AND FACILITATION OF CAPACITY BUILDING INITIATIVES The Department of Cooperative Governance and Tradi-
tional Affairs has continued to coordinate and facilitate
capacity building initiatives through a National Munic-
ipal Capacity Coordination and Monitoring Committee
(NMCCMC) and Local Government Learning Network,
inclusive of all stakeholders active in local government
capacity building. It has also been actively preparing for
the new term of office commencing in 2016 to 2020,
by addressing the maintenance of the GAPSKILL (web
based skills audit tool); ensuring that the National Ca-
pacity Building Framework, Strategy and Capacity
Building Sector Plans are revised to inform appropriate
programmes.
These sector plans aim to strengthen the department’s
ability to coordinate all capacity building initiatives di-
rected at local government, and the potential of a Local
Government Learning Centre is being explored, in part-
nership with the Department of Higher Education and
Training, as a possible vehicle to effectively achieve this
coordination.
The establishment of a Learning Centre will ensure that
CoGTA plays a central role in overseeing the content,
effectiveness and efficiency of local government train-
ing and development initiatives, with DHET and LGSE-
TA providing the framework within which formal quali-
fications for the sector will occur, while CoGTA ensures
that more practical learning is addressed. At the initial
phase, the following key departments will play a cen-
tral role: CoGTA and DHET, as well as Treasury (through
its Capacity Building Programme), DPSA (through the
National School of Government), DPME, LGSETA and
SALGA.
63
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op
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vern
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al R
ep
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rt B
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oG
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rfo
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nce
Info
rma
tio
n
SE
RV
ICE
DE
LIV
ER
Y A
CH
IEV
EM
EN
TS
The
tabl
e be
low
pro
vide
s ac
tual
pro
gres
s ag
ains
t pl
anne
d ta
rget
s pe
r su
b-pr
ogra
mm
e, a
s w
ell a
s re
ason
s fo
r va
rianc
e on
tar
gets
tha
t w
ere
not ac
hiev
ed.
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Str
engt
hen
the
prof
essi
onal
isa-
tion
and
perf
or-
man
ce o
f lo
cal
gove
rnm
ent
Dra
ft R
egul
atio
ns
deve
lope
d an
d co
nsul
ted
with
key
st
akeh
olde
rs.
Reg
ulat
ions
con
sulte
d on
an
d ce
rtifi
ed for
gaz
ettin
g by
31 M
arch
201
5
Reg
ulat
ions
set
ting
uni-
form
nor
ms
and
stan
dard
s fo
r m
unic
ipal
sta
ff fi
nalis
ed
by tar
get da
te
Ach
ieve
d
The
deve
lopm
ent of
the
dra
ft
Loca
l Gov
ernm
ent:
Mun
icip
al
Sta
ff R
egul
atio
ns a
nd G
uide
lines
ha
s be
en c
ompl
eted
. The
dra
ft
stak
ehol
ders
Reg
ulat
ions
are
a
culm
inat
ion
of p
rotr
acte
d an
d in
tens
ive
cons
ulta
tions
invo
lvin
g ke
y st
akeh
olde
rs, i
nclu
ding
la-
bour
, and
hav
e be
en c
ertifi
ed b
y th
e C
hief
Sta
te L
aw A
dvis
or
--
New
Pro
ject
Pr
ogre
ss o
n co
ncep
t pa
per
and
busi
ness
pla
n to
es-
tabl
ish
a LG
SD
I
Prog
ress
on
deve
lopm
ent
of a
cap
acity
bui
ldin
g st
rat-
egy
for
elec
ted
offic
ials
Prog
ress
on
revi
ew o
f ca
paci
ty b
uild
ing
stra
tegy
fo
r ap
poin
ted
offic
ials
Impl
emen
t Lo
cal G
over
n-m
ent Ski
lls d
evel
opm
ent
Inst
itute
pro
gram
mes
to
build
the
cap
abili
ty o
f el
ecte
d an
d ap
poin
ted
offic
ials
by
targ
et d
ate
Ach
ieve
d:
Con
cept
Pap
er a
nd B
usin
ess
Plan
/Cas
e fo
r th
e Lo
cal G
over
n-m
ent Ski
lls D
evel
opm
ent In
sti-
tute
/Loc
al G
over
nmen
t Le
arni
ng
Cen
tre
deve
lope
d.
--
Loca
l Gov
ernm
ent:
Com
pete
ncy
Fram
e-w
ork
for
Sen
ior
Man
ager
s ga
zett
ed
on 1
7 J
anua
ry 2
014.
Com
pete
ncy
As-
sess
men
t B
atte
ries
deve
lope
d, p
ilote
d an
d va
lidat
ed.
278 m
unic
ipal
ities
Num
ber
of P
rovi
nces
and
m
unic
ipal
ities
mon
itore
d an
d su
ppor
ted
with
com
-pl
ianc
e on
loca
l gov
ern-
men
t le
gisl
atio
n (f
ocus
ing
on c
ompl
ianc
e w
ith the
fill-
ing
of v
acan
cies
; com
pe-
tenc
e fr
amew
ork;
Cod
e of
C
ondu
ct)
by tar
get da
te.
Ach
ieve
d:
Fram
ewor
k w
as d
evel
oped
--
64
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Str
engt
hen
the
prof
essi
onal
isat
ion
and
perf
orm
ance
of
loca
l gov
ernm
ent
-LG
: LA
B E
nact
edIn
trod
uce
the
Loca
l G
over
nmen
t La
ws
Am
endm
ent B
ill
thro
ugh
Parli
amen
t (M
DA
, MStr
, MS
A
Part
ially
ach
ieve
d
Dra
ft B
ill d
evel
oped
.
The
Bill
was
not
fina
l-is
ed a
nd e
nact
ed d
ue
to fur
ther
eng
agem
ents
th
at w
ere
requ
ired
on
the
cont
ents
of th
e B
ill
-
-Fr
amew
ork
deve
lope
dD
evel
op a
fra
me-
wor
k fo
r de
mar
ca-
tion
Ach
ieve
d
Fram
ewor
k de
velo
ped.
--
-A
rev
ised
for
mul
a fo
r th
e nu
mbe
r of
cou
ncill
ors
pub-
lishe
d by
31 J
uly
201
4
Rev
ised
for
mul
a fo
r th
e nu
mbe
r of
co
unci
llors
pub
-lis
hed
Ach
ieve
d
Form
ula
publ
ishe
d in
the
G
over
nmen
t G
azet
te o
n 9
Sep
tem
ber
201
5.
--
-Pr
ogre
ss o
n de
velo
pmen
t an
d im
plem
enta
tion
of
SM
IPs
Num
ber
of P
rov-
ince
s su
ppor
ted
to d
evel
op a
nd
impl
emen
t Sup
port
, M
onito
ring
and
Inte
rven
tion
Plan
s (S
MIP
s)
Ach
ieve
d
All
Prov
ince
s w
ere
introd
uced
to
Sup
port
, Mon
itorin
g an
d In
terv
entio
n Pl
ans
(SM
IP)
intr
oduc
ed thr
ough
con
sul-
tativ
e w
orks
hops
. SM
IP h
as
been
inte
grat
ed in
to the
Bac
k to
Bas
ics
prog
ram
me.
--
65
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op
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an
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al R
ep
ort
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| 20
15 •
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2 •
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rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n D
evi
ati
on
s
Str
engt
hen
the
func
tiona
lity
of
war
d co
mm
ittee
s to
en
hanc
e co
mm
uni-
ty p
artic
ipat
ion
9 p
rovi
ncia
l w
orks
hops
and
23
dist
ricts
wor
ksho
ps
cond
ucte
d to
im-
prov
e de
velo
pmen
t pl
anni
ng c
apac
ity
in m
unic
ipal
ities
ou
tsid
e m
etro
s an
d se
cond
ary
citie
s
Dev
elop
and
im
plem
ent W
ard
oper
atio
nal p
lans
in
177
7 m
unic
ipal
w
ards
by
31 M
arch
201
5
Num
ber
of w
ard
leve
l ope
ratio
nal
plan
s de
velo
ped
and
impl
emen
ted
in m
unic
ipal
ities
by
targ
et d
ate
Part
ially
ach
ieve
d
165
4 w
ard
oper
atio
nal p
lans
w
ere
deve
lope
d an
d im
ple-
men
ted
in m
unic
ipal
war
ds
by 3
1 M
arch
201
5.T
his
tran
s-la
tes
to a
cum
ulat
ive
num
ber
of 4
154 (
97%
) w
ard
oper
-at
iona
l pla
ns d
evel
oped
to
date
and
mea
sure
d ag
ains
t a
tota
l of 427
7 w
ards
acr
oss
all l
ocal
and
met
ropo
litan
m
unic
ipal
ities
in R
SA
.
123 (
3%
) w
ard
oper
atio
nal
plan
s.
The
outs
tand
ing
3%
(123)
war
d op
erat
iona
l pla
ns is
mai
nly
con-
stitu
ted
by m
unic
ipal
ities
in the
Ea
ster
n C
ape
and
Lim
popo
pro
v-in
ces.
The
se in
clud
e M
biza
na,
with
31 w
ards
and
Nel
son
Man
-de
la B
ay w
hich
onl
y fin
aliz
ed the
es
tabl
ishm
ent of
war
d co
mm
it-te
es for
all
its 6
0 w
ards
in M
arch
201
4. W
ith reg
ards
to
Lim
popo
, th
e de
lay
in the
dev
elop
men
t of
war
d op
erat
iona
l pla
ns in
M
ogal
akw
ena
and
Aga
nang
loca
l m
unic
ipal
ities
was
as
a re
sult
of
polit
ical
cha
lleng
es.
Mon
itor
the
impl
e-m
enta
tion
of W
ard
Leve
l Im
prov
emen
t Pl
ans
-10
0 w
ards
sup
-po
rted
to
deve
lop
war
d le
vel d
ata-
base
Num
ber
of w
ards
w
ith a
dat
abas
e of
co
mm
unity
con
-ce
rns
and
rem
edia
l ac
tions
pro
duce
d by
tar
get da
te
Ach
ieve
d
Sys
tem
s w
ith li
nkag
es to
the
pres
iden
tial h
otlin
e fo
r so
urc-
ing
com
mun
ity c
once
rns
and
feed
back
to
com
mun
ities
de
velo
ped
in a
ll M
pum
alan
-ga
mun
icip
aliti
es (
with
a tot
al
of 4
02 w
ards
).
-D
evia
tion
was
due
to
assi
stan
ce
rece
ived
fro
m p
rovi
ncia
l CO
GTA
. A
s a
resu
lt al
l mun
icip
aliti
es in
th
e pr
ovin
ce w
ere
supp
orte
d
Faci
litat
ion
of c
om-
mun
ity f
eedb
ack
and
enga
gem
ent
mec
hani
sms
to e
n-su
re a
ccou
ntab
ility
-M
unic
ipal
ities
sup
-po
rted
to
com
ply
with
sch
edul
e 5 o
f th
e Lo
cal G
over
n-m
ent:
Mun
icip
al
Sys
tem
s A
ct
Num
ber
of m
unic
-ip
aliti
es s
uppo
rted
to
fac
ilita
te q
uart
er-
ly p
ublic
mee
tings
ca
lled
by c
ounc
ilors
in
eac
h w
ard
by
targ
et d
ate
Ach
ieve
d
Wor
ksho
ps w
ith a
ll M
pum
a-la
nga
and
Lim
popo
mun
ici-
palit
ies
conv
ened
.
Ass
essm
ent re
port
on
the
num
ber
of m
unic
ipal
ities
w
ith c
omm
unity
fee
dbac
k sy
stem
s/m
echa
nism
s an
d th
eir
func
tiona
lity
prod
uced
.
--
66
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n D
evi
ati
on
s
Dee
pen
part
icip
a-to
ry d
emoc
racy
th
roug
h st
reng
then
-in
g ge
nder
equ
ity in
lo
cal g
over
nmen
t
New
pro
ject
G
ende
r Po
licy
Fram
ewor
k fo
r Lo
cal G
over
nmen
t re
vise
d 31
Mar
ch
201
5
Gen
der
Polic
y Fr
amew
ork
for
Loca
l Gov
ernm
ent
revi
ewed
by
targ
et
date
Ach
ieve
d
Gen
der
polic
y fr
amew
ork
for
loca
l gov
ernm
ent re
view
ed
and
final
ised
.
--
Str
engt
hen
anti-
cor-
rupt
ion
capa
bilit
ies
and
prom
ote
ethi
cal
beha
vior
/con
duct
an
d ac
coun
tabi
lity
by m
unic
ipal
ities
34 e
thic
com
mit-
tees
est
ablis
hed
and
mem
bers
tr
aine
d in
Mun
ici-
palit
ies
9 a
nti-co
rrup
tion
tech
nica
l wor
king
gr
oups
est
ablis
hed
by M
arch
201
5
Ant
i-co
rrup
tion
tech
nica
l wor
king
gr
oups
est
ablis
hed
in a
ll Pr
ovin
ces
Ach
ieve
d
9 a
nti-co
rrup
tion
tech
nica
l w
orki
ng g
roup
s w
ere
esta
b-lis
hed.
--
-C
onso
lidat
ed r
epor
t on
the
num
ber
of fra
ud, m
alad
-m
inis
trat
ion
and
corr
uptio
n ca
s-es
man
aged
by
Mar
ch 2
015
All
frau
d, c
orru
ptio
n an
d m
alad
min
istr
a-tio
n ca
ses
man
aged
in
all
Prov
ince
s
Ach
ieve
d
A c
ompr
ehen
sive
rep
ort on
ca
ses
repo
rted
thr
ough
the
N
atio
nal A
nti-
Cor
rupt
ion
hotli
ne w
as a
ppro
ved
and
subm
itted
to
the
Publ
ic S
er-
vice
Com
mis
sion
.
--
67
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
2 •
Pa
rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
PR
OG
RA
MM
E 5
: SU
B P
RO
GR
AM
ME
BU
DG
ET
AN
D A
CT
UA
L E
XP
EN
DIT
UR
ETh
e ex
pend
iture
and
var
ianc
e ve
rsus
the
fina
l app
ropr
iatio
n is
pro
vide
d be
low
:
Su
b-P
rogr
amm
e N
ame
20
14/
20
152
013
/2
014
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce
(Ove
r) U
nd
er
Exp
en
dit
ure
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce
(Ove
r) U
nd
er
Exp
en
dit
ure
Man
agm
ent:
Pro
v &
Loc
al G
ov S
up
p6 9
45
6 9
45
-8 9
59
8 9
59
-
Pro
v G
ovt
Su
pp
& In
terv
enti
on4 4
59
4 4
05
54
10 2
35
10 2
35
-
Loc
Gov
t S
up
p &
Inte
rven
tion
13 8
44
13 8
44
-19
414
19 4
14-
Dev
elop
men
t P
lan
nin
g12
133
12 1
33
-12
957
12 9
57-
Mu
nic
ipal
Sys
tem
s Im
pro
vem
ent
Gra
nt
252 1
52
252 1
52
-240 3
07240 3
07-
Tota
l 2
89
53
32
89
479
54
291
872
291
872
-
68
Purpose
The primary purpose of the Community Work Pro-
gramme (CWP) is to create access to a minimum level
of regular and predictable work opportunities, targeting
areas of high unemployment, where sustainable alter-
natives are likely to remain limited for the foreseeable
future.
Objectives and measures
§ Effective and efficient management and administra-
tion of CWP by March 2019;
§ Provide and maintain 1 million work opportunities in
all municipalities by March 2019; and
§ Establish and maintain partnerships to optimize and
sustain CWP outputs by end 2019
Community Work Programme
The CWP is providing work opportunities and income to
poor and unemployed people through labour intensive
delivery of public and community assets and service,
thereby contributing to community development. The
target to provide an additional 15 000 (total 187 000)
work opportunities by 31 March 2015 was achieved. In
total, 204 187 work opportunities have been provided
across clusters and their respective provinces. CWP
has been established in 185 municipalities (translating
into 185 CWP sites).
With regard to the new CWP Institutional arrange-
ments in the first two quarters of 2014/15, the three
tier implementation model was replaced by a 1 tier
model. Systems have been established to link DCoG
with banks, and the Independent Development Trust
has been appointed, on an interim basis, to manage
the CWP MIS and payroll system.
The Monitoring and Reporting system was developed,
piloted and finalised. All clusters and the respective
provinces were consulted. The programme for roll-out
is underway, This is in addition to the work done in the
2nd and 3rd quarters where the system was piloted
in Mpumalanga, Eastern Cape and Limpopo, Kwazulu
Natal, and the Western Cape.
2.4.6 Programme 6: Infrastructure and Economic Development
69
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
2 •
Pa
rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
SE
RV
ICE
DE
LIV
ER
Y A
CH
IEV
EM
EN
TS
The
tabl
e be
low
pro
vide
s ac
tual
pro
gres
s ag
ains
t pl
anne
d ta
rget
s pe
r su
b-pr
ogra
mm
e as
wel
l as
reas
ons
for
varia
nce
on t
arge
ts t
hat
wer
e ei
ther
par
tially
ach
ieve
d or
not
achi
eved
.
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Prov
ide
and
mai
ntai
n 1
mill
ion
wor
k op
port
uniti
es
in 2
34 m
u-ni
cipa
litie
s by
end
FY
201
8/1
9
174 7
25 a
ctua
l wor
k op
port
uniti
es (
216
929 c
umul
ativ
e) w
ere
crea
ted
as a
t 31
Mar
ch
201
4
Add
ition
al 1
5000
(tot
al 1
87 0
00)
wor
k op
port
uniti
es
prov
ided
by
31
Mar
ch 2
015
Num
ber
of
Add
ition
al w
ork
oppo
rtun
ities
pr
ovid
ed a
nd
mai
ntai
ned
by
targ
et d
ate
Ach
ieve
d
A tot
al o
f 202 4
47 w
ork
oppo
rtun
ities
hav
e be
en p
rovi
ded
acro
ss c
lust
ers
and
thei
r re
-sp
ectiv
e pr
ovin
ces
--
CW
P w
as im
plem
ente
d in
at
leas
t 2 w
ards
by
140 m
unic
ipal
ities
15 a
dditi
onal
site
s (t
otal
155)m
unic
i-pa
litie
s w
ith C
WP
site
s es
tabl
ishe
d by
Mar
ch 2
015
Num
ber
of a
ddi-
tiona
l mun
icip
al-
ities
with
CW
P si
tes
incr
ease
d by
Mar
ch 2
017
Ach
ieve
d
CW
P ha
s be
en e
stab
lishe
d in
159 m
unic
ipal
i-tie
s (t
rans
latin
g in
to18
5 C
WP
site
s).
--
The CWP Capacity Building Framework was
finalised in the 2nd quarter and was imple-
mented, with the result that a total of 14 835
participants, as well 275 implementing agents’
site staff and 310 LRC Members were trained.
The CWP Partnerships and Stakeholder Liaison
Framework was implemented, and Memoran-
dums of Understanding were signed with iden-
tified partners and stakeholders to enhance
CWP useful work. A partnership with DSD
was rolled out in July 10-11 in Bushbuckridge,
where a site visit to three ECD centres was
made, and an action plan was developed for
support. A workshop on norms and standards
was held by DSD and the Dept. of Education,
and Sasol donated equipment to CWP in the
Free State. The Klein Letaba River was cleaned
through a partnership with The Department of
Water and Sanitation, DEA, the Association of
Medical Doctors, the Association of Funeral
Parlours, and the communities. A partnership
with DSD was implemented in Pongola where
a workshop with all spheres of government,
as well as the community was held to train
participants on norms and standards of CWP
ECD centres. A partnership with the University
of the North West was established to register
CWP participants with matric to study for the
Grade R Diploma. Through the DCoG partner-
ship with the Japan International Cooperation
Agency (JICA), street bins and skips were pur-
chased and handed over to the Mahikeng Lo-
cal Municipality.
70
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Effe
ctiv
e an
d ef
ficie
nt
man
agem
ent
and
adm
in-
istr
atio
n of
C
WP
Two
BD
F st
ruct
ures
w
ere
inst
ead
esta
b-lis
hed
in t
he C
acad
u an
d uM
gung
undl
ovu
DM
s.
Cat
alyt
ic B
usin
ess
Ven-
ture
s id
entifi
ed in
the
D
istr
ict
Mun
icip
aliti
es.
The
Uni
t is
pla
ying
a
pivo
tal r
ole
in a
ssis
ting
with
unb
lock
ing
bloc
k-ag
es in
the
iden
tified
pr
ojec
ts.
Proc
esse
s ar
e un
der-
way
to
faci
litat
e th
e co
mm
itmen
ts f
rom
th
e W
ater
berg
Dis
tric
t M
unic
ipal
ity a
nd P
rivat
e se
ctor
. Env
ironm
enta
l Sca
n to
und
erst
and
the
econ
omic
pro
files
of
the
tar
gete
d m
u-ni
cipa
litie
s ha
s be
en
deve
lope
d
CW
P Pa
rtne
rshi
p Sta
keho
lder
Rel
a-tio
ns M
anag
emen
t Fr
amew
ork
deve
l-op
ed b
y M
arch
201
5
MO
Us
sign
ed w
ith
iden
tified
par
tner
s an
d st
akeh
olde
rs
Part
ners
hip
fram
ewor
k fo
r C
WP
deve
lope
d by
tar
get da
te
Ach
ieve
d
CW
P Pa
rtne
rshi
p an
d Sta
keho
lder
Lia
ison
Fr
amew
ork
deve
lope
d an
d im
plem
ente
d
Part
ners
hip
with
the
Uni
vers
ity o
f N
orth
Wes
t (U
NW
) to
reg
iste
r C
WP
part
icip
ants
with
m
atric
to
stud
y G
rade
R D
iplo
ma
– o
rient
atio
n m
eetin
gs h
eld
in F
ree
Sta
te, K
ZN a
nd N
orth
W
est in
Mar
ch 2
015 b
etw
een
part
icip
ants
and
U
NW
.
Part
ners
hip
with
Ilifa
La
Ban
twan
a ha
s be
en
impl
emen
ted
in the
Nor
th W
est Pr
ovin
ce a
nd
the
MO
U w
ith D
G M
urra
y Tr
ust ha
s be
en
sign
ed.
Part
ners
hip
with
Mso
bo M
ines
who
hav
e do
-na
ted
com
pute
r ce
ntre
in B
reyt
en in
Mpu
ma-
lang
a
Str
eet bi
ns a
nd s
kips
wer
e pu
rcha
sed
and
hand
ed o
ver
to the
Mah
iken
g Lo
cal M
unic
i-pa
lity
thro
ugh
DC
OG
Par
tner
ship
with
Jap
an
Inte
rnat
iona
l Coo
pera
tion
Age
ncy
(JIC
A)
for
impr
ovem
ent of
was
te m
anag
emen
t se
rvic
es.
--
New
CW
P In
sti-
tutio
nal a
rran
ge-
men
ts r
egar
ding
th
e de
liver
y an
d m
anag
emen
t of
C
WP
impl
emen
ted
by M
arch
201
5
New
inst
itutio
nal
arra
ngem
ents
fo
r C
WP
final
ized
an
d im
plem
ent-
ed b
y ta
rget
dat
e
Ach
ieve
d
New
inst
itutio
nal a
rran
gem
ent ha
s be
en
chan
ged
from
a thr
ee tie
r to
a o
ne tie
r im
ple-
men
tatio
n m
odel
.
The
IDT
has
been
app
oint
ed o
n an
inte
rim
basi
s to
man
age
the
MIS
and
pay
roll
syst
em.
--
71
Chapter 2
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
2 •
Pa
rt B
: DC
oG
Pe
rfo
rma
nce
Info
rma
tio
n
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
Effe
ctiv
e an
d ef
ficie
nt
man
agem
ent
and
adm
in-
istr
atio
n of
C
WP
Two
BD
F st
ruct
ures
w
ere
inst
ead
esta
b-lis
hed
in t
he C
acad
u an
d uM
gung
undl
ovu
DM
s.
Cat
alyt
ic B
usin
ess
Ven-
ture
s id
entifi
ed in
the
D
istr
ict
Mun
icip
aliti
es.
The
Uni
t is
pla
ying
a
pivo
tal r
ole
in a
ssis
ting
with
unb
lock
ing
bloc
k-ag
es in
the
iden
tified
pr
ojec
ts.
Proc
esse
s ar
e un
der-
way
to
faci
litat
e th
e co
mm
itmen
ts f
rom
th
e W
ater
berg
Dis
tric
t M
unic
ipal
ity a
nd P
rivat
e se
ctor
. Env
ironm
enta
l Sca
n to
und
erst
and
the
econ
omic
pro
files
of
the
tar
gete
d m
u-ni
cipa
litie
s ha
s be
en
deve
lope
d
CW
P Pa
rtne
rshi
p Sta
keho
lder
Rel
a-tio
ns M
anag
emen
t Fr
amew
ork
deve
l-op
ed b
y M
arch
201
5
MO
Us
sign
ed w
ith
iden
tified
par
tner
s an
d st
akeh
olde
rs
Part
ners
hip
fram
ewor
k fo
r C
WP
deve
lope
d by
tar
get da
te
Ach
ieve
d
CW
P Pa
rtne
rshi
p an
d Sta
keho
lder
Lia
ison
Fr
amew
ork
deve
lope
d an
d im
plem
ente
d
Part
ners
hip
with
the
Uni
vers
ity o
f N
orth
Wes
t (U
NW
) to
reg
iste
r C
WP
part
icip
ants
with
m
atric
to
stud
y G
rade
R D
iplo
ma
– o
rient
atio
n m
eetin
gs h
eld
in F
ree
Sta
te, K
ZN a
nd N
orth
W
est in
Mar
ch 2
015 b
etw
een
part
icip
ants
and
U
NW
.
Part
ners
hip
with
Ilifa
La
Ban
twan
a ha
s be
en
impl
emen
ted
in the
Nor
th W
est Pr
ovin
ce a
nd
the
MO
U w
ith D
G M
urra
y Tr
ust ha
s be
en
sign
ed.
Part
ners
hip
with
Mso
bo M
ines
who
hav
e do
-na
ted
com
pute
r ce
ntre
in B
reyt
en in
Mpu
ma-
lang
a
Str
eet bi
ns a
nd s
kips
wer
e pu
rcha
sed
and
hand
ed o
ver
to the
Mah
iken
g Lo
cal M
unic
i-pa
lity
thro
ugh
DC
OG
Par
tner
ship
with
Jap
an
Inte
rnat
iona
l Coo
pera
tion
Age
ncy
(JIC
A)
for
impr
ovem
ent of
was
te m
anag
emen
t se
rvic
es.
--
New
CW
P In
sti-
tutio
nal a
rran
ge-
men
ts r
egar
ding
th
e de
liver
y an
d m
anag
emen
t of
C
WP
impl
emen
ted
by M
arch
201
5
New
inst
itutio
nal
arra
ngem
ents
fo
r C
WP
final
ized
an
d im
plem
ent-
ed b
y ta
rget
dat
e
Ach
ieve
d
New
inst
itutio
nal a
rran
gem
ent ha
s be
en
chan
ged
from
a thr
ee tie
r to
a o
ne tie
r im
ple-
men
tatio
n m
odel
.
The
IDT
has
been
app
oint
ed o
n an
inte
rim
basi
s to
man
age
the
MIS
and
pay
roll
syst
em.
--
Str
ate
gic
O
bje
ctiv
e
Act
ua
l A
chie
vem
en
t 2
013
/14
Pla
nn
ed
Ta
rge
t 2
014
/15
Ind
ica
tors
A
ctu
al A
chie
vem
en
t 2
014
/15
De
via
tio
n
fro
m A
ctu
al
Ach
ieve
me
nt
Co
mm
en
t o
n
De
via
tio
ns
-M
onito
ring
and
repo
rtin
g sy
stem
fo
r C
WP
final
ized
by
Mar
ch 2
015
CW
P M
R&
E sy
stem
pilo
ted
in
thre
e pr
ovin
ces
Mon
itorin
g an
d re
port
ing
syst
em for
CW
P de
velo
ped
and
impl
emen
ted
by
targ
et d
ate
Ach
ieve
d
The
Mon
itorin
g an
d re
port
ing
syst
em d
evel
-op
ed, p
ilote
d an
d fin
alis
ed. A
ll cl
uste
rs a
nd
thei
r re
spec
tive
prov
ince
s w
ere
cons
ulte
d. T
he
prog
ram
me
for
rollo
ut is
und
erw
ay
--
Tota
l mun
icip
aliti
es
supp
orte
d ar
e 61
. Ca-
paci
ty b
uild
ing
wor
k-sh
ops
conv
ened
with
m
unic
ipal
man
ager
s fo
r FB
S a
nd c
ounc
illor
s re
spon
sibl
e fo
r FB
S in
FS
, EC
, KZN
, and
NW
&
NC
. The
wor
ksho
ps
capa
cita
ted
mun
icip
al-
ities
with
mec
hani
sms
to p
rovi
de F
BS t
o po
or
hous
ehol
ds. R
epor
ts
for
all w
orks
hops
de
taili
ng a
chie
vem
ents
ar
e av
aila
ble
CW
P C
apac
ity
Bui
ldin
g Fr
ame-
wor
k fin
aliz
ed a
nd
impl
emen
ted
by
Mar
ch 2
015
CW
P C
apac
ity
Bui
ldin
g Fr
ame-
wor
k im
plem
ent-
ed b
y ta
rget
dat
e
Ach
ieve
d
CW
P C
apac
ity B
uild
ing
Fram
ewor
k im
ple-
men
ted
Trai
ning
pro
gram
mes
on
the
five
CW
P an
chor
ac
tiviti
es d
evel
oped
and
impl
emen
ted
A tot
al o
f 43 6
34 p
artic
ipan
ts a
s w
ell a
s 41
7
site
sta
ff a
nd 3
66 n
ew L
ocal
Ref
eren
ce C
om-
mitt
ee m
embe
rs fro
m n
ewly
est
ablis
hed
CW
P si
tes
have
bee
n tr
aine
d.
--
72
PR
OG
RA
MM
E 6
: IN
FRA
ST
RU
CT
UR
E P
RO
GR
AM
ME
BU
DG
ET
AN
D A
CT
UA
L E
XP
EN
DIT
UR
E
The
expe
nditu
re a
nd v
aria
nce
vers
us t
he fi
nal a
ppro
pria
tion
is p
rovi
ded
belo
w:
Su
b-P
rog
ram
me
Na
me
20
14/
20
152
013
/2
014
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce
(Ove
r) U
nd
er
Exp
en
dit
ure
Fin
al
Ap
pro
pri
ati
on
Act
ua
l P
erf
orm
an
ce
(Ove
r) U
nd
er
Exp
en
dit
ure
Man
agm
ent:
Infr
astr
uct
ure
3 3
82
2 0
471 3
35
2 8
93
2 8
39
54
Loca
l Eco
nom
ic D
evel
op P
lan
11 7
5111
729
22
9 8
819 8
80
1
Infr
astr
uct
ure
Dev
elop
men
t13
482
13 4
1765
11 3
7910
306
1 0
73
Mu
nic
ipal
Infr
astr
actu
re G
ran
t14
76
4 0
49
14 7
45 4
45
18 6
04
14 3
54 5
3114
224 4
4713
0 0
84
Com
mu
nit
y W
ork
Pro
gram
me
2 2
57 8
40
1 6
49 9
65
607
875
1 7
30 6
08
1 7
21 7
078 9
01
Sp
ecia
l Pu
rpos
e V
ehic
le29
4 1
62
29
4 1
62
-262 0
40
261
795
245
Tota
l 17
34
4 6
66
16 7
16 7
65
627
901
16 3
71 3
32
16 2
30
974
140
35
8
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Chapter 3 Part C: Governance
3
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3.1 Introduction
The Department regards good corporate governance as an effective mechanism for encouraging efficiency in its op-
erations, together with the prevention of corruption and combating fraud. It therefore continuously strives to achieve
compliance with the principles of good corporate governance and the requirements of KING III.
During the year under review the oversight structures, at executive level, were fully functional in providing direction on
the strategic management of the Department.
3.2 Risk ManagementRisk management is a continuous, proactive and sys-
tematic process, effected by the department’s Exec-
utive Authority, Accounting Officer, Management and
other personnel. This process is applied in strategic
planning and across the department, and is designed
to identify events that may potentially affect the depart-
ment. Risks identified are managed and monitored to
be within the department’s risk tolerance, and to pro-
vide reasonable assurance regarding the achievement
of department objectives.
The department has a risk management policy and
strategy in place which has been approved by the Ac-
counting Officer and is reviewed on a regular basis.
In line with the departmental risk management strate-
gy, annual risk assessments are conducted both at a
strategic and operational level. The assessments are
conducted in line with the strategic objectives of the
department. Management further identifies new and/
or emerging risks on a quarterly basis, and develops
mitigation measures for managing such risks.
The departmental risk management committee has
been established and is functional. The committee con-
venes once a quarter to review the effectiveness of the
risk management system and monitor the management
of risks, to ensure that they are minimised to an ac-
ceptable level or fully mitigated. Quarterly progress is
reported to management.
3.3 Fraud and Corruption
The Department has adequate and effective policies
and procedures in place to prevent, detect and ad-
dress acts of fraud and corruption. An assessment
of fraud and corruption risks is conducted in high
risk areas annually and monitored quarterly. Regular
awareness is raised within the Department on pre-
vention, detection and reporting of fraud and cor-
ruption.
The department has an approved Anti-Corruption
and Whistle Blowing Policy that has been communi-
cated to all employees. The reporting procedure has
also been developed and communicated within the
department.
Fraud and corruption allegations are reported by em-
ployees to Internal Audit unit or through the internal
anonymous fraud e-mail service or fraud reporting
boxes placed in all buildings of the department. Al-
legations reported are investigated, and appropriate
recommendations are submitted to the Accounting
Officer for action to be taken.
76
3.4 Minimising Conflict of Interest
The Treasury Regulations 16A, 2005, provide guidelines
on how to manage conflict of interest and ensure proper
declarations are made by all Supply Chain Management
Practitioners as well as by other role players in supply
chain management processes. All Supply Chain Man-
agement Practitioners and bid committee members are
required to disclose their business interests every finan-
cial year, and also to sign the Code of Conduct in terms
of National Treasury Practice Number 4 of 2003, and 7
of 2009/2010. The Bid Committee members are always
requested to disclose the interest for each every bid/
tender that they are dealing with, and a record is kept
for audit purposes.
3.5 Code of ConductThe Public Service Code is a guiding document for the
good conduct of employees in the Department. The
Code of Conduct for the Public Service and the collective
agreement (PSCBC Resolution 1 of 2003) are import-
ant prescripts in the Department insofar as discipline is
concerned. It is endorsed by the PSCBC Resolution 1 of
2003. Annexure A of the resolution contains numerous
acts of misconduct which the Department outlaws and
complies with. It prescribes that an employee will be
guilty of misconduct if he or she “contravenes any pre-
scribed code of conduct in the Public Service”.
The Department complies with the Code in that it en-
forces the Code of Conduct. Any employee who con-
travenes or breaches the Code, as indicated in the Col-
lective Agreement (PSCBC Resolution 1 of 2003), is
guilty of misconduct. A disciplinary process is followed,
as indicated in the Collective Agreement, against any
employee who breaches or contravenes the code of
conduct in the Department.
3.6 Health Safety and Environmental Issues
The Occupational Health and Safety Programme, and
its activities within CoGTA, are guided by Workplace
Health and Safety legislation in RSA, namely the Oc-
cupational Health and Safety Act (OHS) and the DPSA
Framework on Employee Health and Wellness mat-
ters and other regulations. The OHS programme with-
in CoGTA is aimed at creating a healthy, hazard free
working environment for all its employees, visitors and
members of the public.
The following Workplace Health and Safety activities
were undertaken within CoGTA to ensure safe systems
of work, safe premises and a safe work environment:
§ The OHS Committee has been appointed in line with
the Occupational Health and Safety Act;
§ OHS Representatives were trained to identify haz-
ards and investigate incidents in the workplace;
§ First Aiders were trained and appointed to render
first aid during emergencies and minor injuries within
the Department;
§ Fire fighters were trained and appointed to deal with
fire incidents in the Department;
§ Evacuation/Emergency policy was developed and
approved;
§ Reports of injuries or occupational diseases are in-
vestigated periodically and reported as and when
they occur.
77
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3.7 Portfolio committees
3.7.1 Dates of Meetings
MEETINGS HELD BY THE COMMITTEE FOR 2014/15 FINANCIAL YEAR:
Date Agenda
24 June 2014 Election of Chairperson
1 July 2014 Presentation by the researcher of the analysis on Budget Vote 3: Department of Coop-erative Governance and Traditional Affairs
8 July 2014 Briefing by the Departments of Cooperative Governance and Traditional Affairs on Bud-get Vote 3: Department of Cooperative Governance and Traditional Affairs
15 July 2014 Discussion and adoption of the Committee’s report on Budget Vote 3
19 August 2014 Briefing by SALGA on its APP
26 August 2014 Meeting with the office supporting democracy on the CRL rights Commission
2 September 2014 Briefing on audit outcomes by :
• Office of the Auditor-General• Department of Cooperative Governance
9 September 2014 Briefing by the Department of Cooperative Governance and MISA on MIG
16 September 2014 Adoption of Committee minutes and programme
14 October 2014 Briefing by the Office of the Auditor-General on the performance of the Departments of Cooperative Governance and Traditional Affairs and the entities reporting to it
15 October 2014 Briefing on Annual Reports by:
• Department of Cooperative Governance;• Department of Traditional Affairs;
21 October 2014 Briefing on Annual Reports by:
• SALGA;• MDB
22 October 2014 Briefing on Annual Reports by:
• CRL Commission
28 October 2014 Discussion of BRRR Report
4 November 2014 Briefing by the Department of Traditional Affairs on roles and functions of traditional leaders
11 November 2014 Briefing on the roles and function of MISA
18 November 2014 Briefing by the Department of Cooperative Governance on the Integrated Urban Devel-opment Framework
24 February 2015 Briefing on the Disaster Management Amendment Bill [B10-2015]
3 March 2015 Briefing by the Departments of Cooperative Governance and Traditional Affairs on Bud-get Vote 4, strategic plan and APP
10 March 2015 Briefing by SALGA on it strategic plan and APP
17 March 2015 Briefing by CRL on its Annual Performance Plan
24 – 27 November 2014 Oversight visit to Limpopo Province
23 – 26 March 2015 SALGA Members Association
78
3.7.2 Matters raised by the Portfolio Committee and the Department’s responses
Reporting matter Action required Timeframe
Suspension of the MDB CEO
Report to be provided to the Committee on progress in resolving the matter
Before Parliament rises
Monitoring and evaluation of municipalities
The Department should report to the Committee on a quarterly basis on their monitoring and evaluation of municipalities so that the Committee can address these challenges proactively.
Quarterly
Project Management Units The Department should present a plan to assist those munici-palities that do not have functional Project Management Units (PMUs) as well as a plan to address the use of conditional grant funding for non-approved purposes.
March 2015
Forensic reports The Department should provide the Committee access to all the forensic reports received from municipalities
March 2015
MISA The Department should report to the Committee on its plan to ensure that MISA is properly constituted
March 2015
3.8 SCOA Resolutions
Date Agenda
24 February 2015 Briefing by the Department of Cooperative Governance and the Municipal Infrastructure Support Agency on the progress of the support and interventions aimed at improving expen-diture and service delivery at local government level
10 September 2014 Presentation by Department of Health on First Quarter Expenditure report for 2014/15 finan-cial year
Presentation by Department of Cooperative Governance on First Quarter Expenditure report for 2014/15 financial year
3.9 Prior modifications to audit reports
Nature of qualification, disclaimer, adverse opinion and matters of non-compliance
Financial year in which it first arose
Progress made in clearing / resolving the matter
Unqualified audit opinion with an emphasis on the matter of measurability of indicators and targets as well as reliability of reported performance information.
2012/13 and 2013/ 14 Subsequent to the 2013/14 year-end audit, a Post Audit Action Plan was adopted in order to address the internal controls weaknesses identified by the Auditor general.
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3.10 Internal Audit Unit
During the 2014/15 financial year, Internal Audit devel-
oped a risk based Internal Audit Plan which was adopt-
ed and approved by the Audit Committee. The Internal
Audit Unit had serious capacity constraints during the
period under review, which impacted on the achieve-
ment of the operational plan. Nevertheless the Unit
conducted a number of internal audits and ad hoc as-
signments and provided recommendations for improve-
ment to the Department. The Unit also played a major
role in facilitating the MPAT process to ensure that the
Department complies with the key performance stan-
dards set by the Department of Performance Monitor-
ing and Evaluation. Internal Audit also assisted the De-
partment with the verification of irregular expenditure
to ensure that there is compliance with Supply Chain
Management policies and other relevant legislations
and prescripts, to ensure that irregular expenditure is
fully disclosed in the Annual Financial Statements. Fur-
thermore the Unit conducted site visits on the Com-
munity Work Programme in all provinces, to provide
management with reasonable assurance that the in-
ternal controls put in place are working as intended.
3.11 Internal Audit and Audit Committees
The Audit Committee is fully functional and meetings
were held regularly during the year to provide an over-
sight role on the operations of the Department and
the systems of corporate governance supporting the
achievement of the Department’s objectives. The Au-
dit Committee also met with the Executive Authority to
raise areas of concern that impact on the performance
of the department. The Audit Committee approved the
Internal Audit Three Year Strategic Rolling Plan for the
period 2013/14-2015/16 and the Annual Project plan,
which enabled the committee to monitor the perfor-
mance of the Internal Audit Section against the Internal
Audit Annual Project Plan.
3.12 Audit Committee Report inserted
We are pleased to present our report for the financial
year ended 31 March 2015.
3.12.1 Audit Committee Members and Attendance:
The Audit Committee consisted of the members listed
hereunder. The Committee is required to meet at least
four times per annum as per its approved terms of ref-
erence. Four (4) meetings were held for the reported
financial period.
Name of MemberNumber of Meetings Attended
Mr Freddy Sinthumule (Chairperson)
Mr E Cousins
4
3
Adv RR Dehal
Ms D Dondur
Ms P Mzizi
3
1
1
The Minister had also approved that the Audit Commit-
tee consist of a total of five (5) members. As a result
thereof Ms D Dondur and Ms P Mzizi were appointed in
September 2014 and February 2015 respectively.
3.12.2 Audit Committee Responsibility
The Audit Committee is satisfied that it has complied
with its responsibilities as outlined in Section 38(1) (a)
of the PFMA and Treasury Regulation 3.1.3. The Audit
Committee also reports that it has adopted formal terms
of reference as its audit committee charter, and has
discharged all its responsibilities as contained therein.
These will be reviewed and updated to conform and/
or comply with changes in governance/legislative re-
quirements.
80
3.12.3 The Effectiveness of Internal Control
During the period under review the Committee noted
the improvements made by management in addressing
the control environment and will continue to support
and monitor the progress until the Department’s control
environment has improved significantly to an accept-
able standard; the Committee notwithstanding raised
concerns regarding the monitoring and evaluation of
the Community Work Programme. The Department
subsequently was requested to strengthen the controls
and also address the effective and efficient filling of va-
cant staff positions wherever necessity demanded, in
order to safeguard operational success.
The Department also reviewed and concluded on irregu-
lar expenditure disbursements for the 2014/2015 finan-
cial year, and disclosed such in the irregular expenditure
register and financial statements. The outcome of the
current year’s MPAT review was further confirmation of
the Department’s efforts to internally instill a culture of
focused risk management. Internal Audit Activity assist-
ed the Department in facilitating the Risk Management
processes and in compiling the Risk Register.
The Audit Committee requested the Department to put
measures in place to encourage municipalities to uti-
lize the MIG Management Information System (MIS) in
managing and monitoring the MIG projects.
During the year under review the Committee met with
the Executive Authority and raised concerns with regard
to internal control deficiencies that required immediate
corrective action.
3.12.4 Effectiveness of Internal Audit
Internal Audit Management reported directly to the Au-
dit Committee, with Internal Audit also reporting inde-
pendently on the progress by management in imple-
menting the turn-around strategy plan to secure remedial
actions.
An approved three year risk based strategic plan and an
annual operation plan were implemented by the Internal
Audit Activity.
It must be noted that in the prior years the Internal Audit
Activity was supported by a service provider. However
during the current financial year the service provider was
not appointed which resulted in challenges in achiev-
ing the Internal Audit plan. National Treasury was sub-
sequently approached to assist with the Internal Audit
capacity. During January 2015 two (2) resources were
made available to assist with prioritized projects identi-
fied from plan.
Internal Audit also assisted the Department with the fol-
lowing Management ad hoc requests:-
§ Investigation on abuse of the travel policy. This investi-
gation has been finalized and report has been issued.
§ Investigation on the unsatisfactory service of a service
Provider. The investigation has been finalized and the
report has been issued.
§ Irregular payment on Resettlement costs. This inves-
tigation has been finalized and the report has been
issued.
§ Investigation into allegation of mismanagement of a
contract by a service provider. Fem Power. This inves-
tigation has been finalised and the report has been
issued.
§ Investigation of alleged unethical conduct by employ-
ee of the department that was reported on the Nation-
al Anti – Corruption Hotline (NACH). This investigation
has been finalized and reports issued to management
and the Public Service Commission (PSC).
Approval of a variation order from the procurement of
services from Data World. This investigation has been fi-
nalized and the report has been issued.
81
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3.12.5 Quality of Management and Monthly / Quarterly Reports Submitted in Terms of the Act and the Division of Revenue Act
The Department presented and reviewed the financial
management and performance (predetermined objec-
tives) reports at its Quarterly Review Meetings. These
reports were also tabled and discussed at the Audit
Committee meetings. The Committee was with a few
exceptions generally satisfied with the reports being
issued by the Accounting Officer and the Department
during the year under review.
3.12.6 Evaluation of Financial Statements
The Audit Committee has:
§ Reviewed the Annual Financial Statements prior to
submission for Audit;
§ Reviewed and discussed with the Auditor-General
and Accounting Officer the audited annual financial
statements to be included in the annual report; and
§ Reviewed the Auditor-General’s management letter
and management response.
The Committee concurs and accepts the conclusions of
the Auditor-General on the annual financial statements
and is of the opinion that the audited annual financial
statements be accepted and read together with the re-
port of the Auditor-General.
Mr Freddy Sinthumule
Chairperson of the Audit Committee: Department of
Cooperative Governance
31 August 2015
82
Chapter 4 Part D: Human Resource
Management
4
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4.2 Human Resources Oversight StatisticsNo data
4.1 Introduction
The information contained in this part of the annual report has been prescribed by the Minister for the Public Service and
Administration for all departments in the public service and requests commentary on the following:
§ The status of human resources in the department.
§ Human resource priorities for the year under review and the impact of these.
§ Workforce planning and key strategies to attract and recruit a skilled and capable workforce.
§ Employee performance management.
§ Employee wellness programmes.
§ Highlights of achievements and challenges faced by the Department, as well as future human resource plans/goals.
4.3 Personnel related expenditureThe following tables summarises the final audited personnel related expenditure by programme and by salary bands. In
particular, it provides an indication of the following:
§ amount spent on personnel
§ amount spent on salaries, overtime, homeowner’s allowances and medical aid.
Table 4.3.1 Personnel expenditure by programme for the period 1 April 2014 and 31 March 2015
ProgrammeTotal expen-
diture (R’000)
Personnel expenditure
(R’000)
Training ex-penditure
(R’000)
Professional and Special
Services expenditure
(R’000)
Personnel expenditure
as a % of total expenditure
Average per-sonnel cost
per employee (R’000)
0 0 0 0 0 0
0 0 0 0 0 0
Total
84
Tab
le 4
.3.2
P
ers
on
ne
l co
sts
by
sala
ry b
an
d f
or
the
pe
rio
d 1
Ap
ril 2
014
an
d 3
1 M
arc
h 2
015
Sala
ry b
and
Pers
onne
l exp
end
itu
re
(R’0
00)
% o
f tot
al p
erso
nnel
cos
tN
o. o
f em
plo
yees
Ave
rag
e p
erso
nnel
cos
t p
er e
mp
loye
e (R
’000
)
Low
er s
kille
d (L
evel
s 1-2
)0
00
0
Ski
lled
(leve
l 3-5
)0
00
0
Hig
hly
skill
ed p
rodu
ctio
n (le
vels
6-8
)0
00
0
Hig
hly
skill
ed s
uper
visi
on (
leve
ls 9
-12)
00
00
Sen
ior
and
Top
man
agem
ent
(leve
ls 1
3-1
6)
00
00
Tota
l0
00
0
Tab
le 4
.3.3
S
ala
rie
s, O
vert
ime
, Ho
me
Ow
ne
rs A
llo
wa
nce
an
d M
ed
ica
l Aid
by
pro
gra
mm
e f
or
the
p
eri
od
1 A
pri
l 20
14 a
nd
31
Ma
rch
20
15
Prog
ram
me
Sala
ries
Ove
rtim
e H
ome
Ow
ners
All
owan
ce M
edic
al A
id
Am
ount
(R
’000
Sala
ries
as
a %
of p
erso
n-ne
l cos
ts
Am
ount
(R
’000
)
Ove
rtim
e as
a %
of
per
sonn
el
cost
s
Am
ount
(R
’000
)
HO
A a
s a
%
of p
erso
nnel
co
sts
Am
ount
(R
’000
)
Med
ical
aid
as
a %
of
per
sonn
el
cost
s
00
00
00
00
00
00
00
00
Tota
l0
00
00
00
0
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Tab
le 4
.3.4
S
ala
rie
s, O
vert
ime
, Ho
me
Ow
ne
rs A
llo
wa
nce
an
d M
ed
ica
l Aid
by
sala
ry b
an
d f
or
the
p
eri
od
1 A
pri
l 20
14 a
nd
31
Ma
rch
20
15
Sala
ry b
and
Sala
ries
Ove
rtim
eH
ome
Ow
ners
All
owan
ceM
edic
al A
id
Am
ount
(R
’000
Sala
ries
as
a %
of p
erso
n-ne
l cos
ts
Am
ount
(R
’000
)
Ove
rtim
e as
a
% o
f per
-so
nnel
cos
ts
Am
ount
(R
’000
)
HO
A a
s a
%
of p
erso
nnel
co
sts
Am
ount
(R
’000
)
Med
ical
aid
as
a %
of
per
sonn
el
cost
s
Ski
lled
(leve
l 1-2
) 0
00
00
00
0
Ski
lled
(leve
l 3-5
) 0
00
00
00
0
Hig
hly
skill
ed p
rodu
ctio
n (le
vels
6-8
)0
00
00
00
0
Hig
hly
skill
ed s
uper
visi
on (
leve
ls 9
-12
00
00
00
00
Sen
ior
man
agem
ent
(leve
l 13-1
6)
00
00
00
00
Tota
l0
00
00
00
0 4.4 Employment and Vacancies
The tables in this section summarise the position with
regard to employment and vacancies.
The following tables summarise the number of posts
on the establishment, the number of employees, the
vacancy rate, and whether there are any staff that are
additional to the establishment.
This information is presented in terms of three key vari-
ables:
§ programme
§ salary band
§ critical occupations (see definition in notes below).
Departments have identified critical occupations that
need to be monitored. In terms of current regulations,
it is possible to create a post on the establishment that
can be occupied by more than one employee. There-
fore, the vacancy rate reflects the percentage of posts
that are not filled.
86
Table 4.4.1 Employment and vacancies by programme as on 31 March 2015
Programme
Number of posts on
approved establish ment
Number of posts filled
Vacancy Rate
Number of employees ad-ditional to the establishment
Program 1 Administration 237 216 8.9 48
Program 2 Gov Policy & Research 11 10 9.1 10
Program 3 Gov & Intergovernmental Relations 41 36 12.2 1
Program 4 National Disaster Management Centre
34 32 5.9 0
Program 5 Provincial and Municipal Gov Support
47 41 12.8 0
Program 6 Infrastructure and Economic Development
52 36 30.8 27
Programme 7 Municipal Infrastructure Support Agent
29 23 20.7 4
Total 451 394 12.6 80
Table 4.4.2 Employment and vacancies by salary band as on 31 March 2015
Salary bandNumber of posts
on approved establishment
Number of posts filled
Vacancy Rate
Number of employees
additional to the establishment
Skilled(3-5) 50 49 2 24
Highly skilled production (6-8) 132 119 9.8 9
Highly skilled supervision (9-12) 152 121 20.4 14
Senior management (13-16) 117 105 10.3 33
Total 451 394 12.6 80
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Table 4.4.3 Employment and vacancies by critical occupations as on 31 March 2015
Critical occupationNumber of posts
on approved establishment
Number of posts filled
Vacancy Rate
Number of employees
additional to the establishment
Senior management (Levels 13-16)
117 105 10.3 33
Total 117 105 10.3 33
NOTES
4.5 Filling of SMS PostsThe tables in this section provide information on employment and vacancies as it relates to members of the Senior
Management Service by salary level. It also provides information on advertising and filling of SMS posts, reasons
for not complying with prescribed timeframes and disciplinary steps taken.
Table 4.5.1 SMS post information as on 31 March 2015
SMS Level
Total number of
funded SMS posts
Total number of SMS posts
filled
% of SMS posts filled
Total number of SMS posts
vacant
% of SMS posts vacant
Director-General/ Head of Department 1 1 100 0 0
Salary Level 16 0 0 0 0 0
Salary Level 15 11 6 55 5 45
Salary Level 14 31 28 90 3 9.6
Salary Level 13 74 70 95 4 5.4
Total 117 105 90 12 10.3
§ The CORE classification, as prescribed by the
DPSA, should be used for completion of this table.
§ Critical occupations are defined as occupations or
sub-categories within an occupation –
a) in which there is a scarcity of qualified and
experienced persons currently or anticipated in
the future, either because such skilled persons
are not available or they are available but do not
meet the applicable employment criteria;
b) for which persons require advanced knowledge in a spec-
ified subject area or science or learning field and such
knowledge is acquired by a prolonged course or study
and/or specialised instruction;
c) where the inherent nature of the occupation requires con-
sistent exercise of discretion and is predominantly intellec-
tual in nature; and
d) in respect of which a department experiences a high degree
of difficulty to recruit or retain the services of employees.
88
Table 4.5.2 SMS post information as on 30 September 2014
SMS Level
Total number of
funded SMS posts
Total number of SMS posts
filled
% of SMS posts filled
Total number of SMS posts
vacant
% of SMS posts vacant
Director-General/ Head of Department 2 1 50 1 50
Salary Level 16 0 0 0 0 0
Salary Level 15 10 7 70 3 30
Salary Level 14 31 29 97 2 3.2
Salary Level 13 74 69 93 5 6.8
Total 117 106 11
Table 4.5.3 Advertising and filling of SMS posts for the period 1 April 2014 and 31 March 2015
SMS Level
Advertising Filling of Posts
Number of vacancies per level advertised in 6
months of becoming vacant
Number of vacancies per level filled in 6 months of
becoming vacant
Number of vacancies per level not filled in 6 months
but filled in 12 months
Director-General/ Head of Department
0 0 0
Salary Level 16 0 0 0
Salary Level 15 0 0 0
Salary Level 14 0 0 0
Salary Level 13 4 0 2
Total 4 0 2
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Table 4.5.4 Reasons for not having complied with the filling of funded vacant SMS posts - Advertised within 6 months and filled within 12 months after becoming vacant for the period 1 April 2014 and 31 March 2015
Reasons for vacancies not advertised within six months
The filling of the posts were suspended in anticipation of the deliberations with the Department of Public Service and Administration on the new structure.
Reasons for vacancies not filled within twelve months
The filling of the posts of Chief Executive Officer, 3 Deputy Director- General: MISA, Deputy Director-General: Corporate and Financial Services, Chief Director: Monitoring and Evaluation, Chief Director: Communication and Marketing and Director: Executive Support, were suspended pending the finalisation of the re-alignment of the organisational structure.
The posts of Director: Office of the Deputy Director-General, Provincial and Municipal Government Support and Director: Local Participatory Governance were finalised on 31 March 2014 with the assumption of duty of 1 April 2015. The post of Director: Planning Intervention and Support is in the process of finalisation.
NOTES § In terms of the Public Service Regulations Chapter 1, Part VII C.1A.3, departments must indicate good cause or reason
for not having complied with the filling of SMS posts within the prescribed timeframes.
Table 4.5.5 Disciplinary steps taken for not complying with the prescribed timeframes for filling SMS posts within 12 months for the period 1 April 2014 and 31 March 2015
Disciplinary steps taken
No disciplinary steps required since there are legitimate reasons for the delay with the filling of SMS posts.
NOTES § In terms of the Public Service Regulations Chapter 1, Part VII C.1A.2, departments must indicate good cause or reason
for not having complied with the filling of SMS posts within the prescribed timeframes. In the event of non-compli-
ance with this regulation, the relevant executive authority or head of department must take appropriate disciplinary
steps in terms of section 16A(1) or (2) of the Public Service Act.
90
4.6 Job EvaluationWithin a nationally determined framework, executing authorities may evaluate or re-evaluate any job in his or her
organisation. In terms of the Regulations all vacancies on salary levels 9 and higher must be evaluated before they
are filled. The following table summarises the number of jobs that were evaluated during the year under review.
The table also provides statistics on the number of posts that were upgraded or downgraded.
Table 4.6.1 Job Evaluation by Salary band for the period 1 April 2014 and 31 March 2015
Salary band
Number of posts on
approved establish-
ment
Number of Jobs
Evaluated
% of posts evaluated by salary
bands
Posts Upgraded Posts downgraded
Number% of posts evaluated
Number% of posts evaluated
Skilled (Levels 3-5)
50 0 0
Highly skilled production (Levels 6-8)
132 33 25 0 0 0 0
Highly skilled supervision (Levels 9-12)
152 57 37.5 0 0 0 0
Senior Management Service Band A
74 2 2.7 0 0 0 0
Senior Management Service Band B
31 1 3.2 0 0 0 0
Senior Management Service Band C
11 2 18.2 0 0 0 0
Senior Management Service Band D
1 0 0 0 0 0 0
Total 451 95 21.1 0 0 0 0
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The following table provides a summary of the number of employees whose positions were upgraded due to their
post being upgraded. The number of employees might differ from the number of posts upgraded since not all
employees are automatically absorbed into the new posts and some of the posts upgraded could also be vacant.
Table 4.6.2 Profile of employees whose positions were upgraded due to their posts being upgraded for the period 1 April 2014 and 31 March 2015Gender African Asian Coloured White Total
Female 0 0 0 0 0
Male 0 0 0 0 0
Total 0 0 0 0 0
Employees with a disability 0 0 0 0 0
The following table summarises the number of cases where remuneration bands exceeded the grade determined
by job evaluation. Reasons for the deviation are provided in each case.
Table 4.6.3 Employees with salary levels higher than those determined by job evaluation by occupation for the period 1 April 2014 and 31 March 2015
OccupationNumber of employees
Job evalua-tion level
Remunera-tion level
Reason for deviation
Chief Operating Officer 1 15 16 Buy Offer
Chief Director 1 14 15 Buy Offer
Total number of employees whose salaries exceeded the level determined by job evaluation 2
Percentage of total employed 0.75
92
The following table summarises the beneficiaries of the above in terms of race, gender, and disability.
Table 4.6.4 Profile of employees who have salary levels higher than those determined by job evaluation for the period 1 April 2014 and 31 March 2015
Gender African Asian Coloured White Total
Female 2 0 0 0 2
Male 0 0 0 0 0
Total 2 0 0 0 2
Employees with a disability 0
NOTES § If there were no cases where the salary levels were higher than those determined by job evaluation, keep the heading
and replace the table with the following:
Total number of Employees whose salaries exceeded the grades determine by job evaluation None
4.7 Employment ChangesThis section provides information on changes in employment over the financial year. Turnover rates provide an
indication of trends in the employment profile of the department. The following tables provide a summary of turn-
over rates by salary band and critical occupations (see definition in notes below).
Table 4.7.1 Table 4.7.1 Annual turnover rates by salary band for the period 1 April 2014 and 31 March 2015
Salary band
Number of employees at be-ginning of period
- April 2014
Appointments and transfers
into the department
Terminations and transfers out of the de-
partment
Turnover rate
Skilled (Levels3-5) 93 7 8 8.6
Highly skilled production (Levels 6-8) 151 18 14 9.3
Highly skilled supervision (Levels 9-12) 142 20 13 9.2
Senior Management Service Bands A 103 5 5 4.9
Senior Management Service Bands B 51 0 3 5.9
Senior Management Service Bands C 11 0 1 9.1
Senior Management Service Bands D 2 0 0 0
Contracts 7 48
Total 553 57 92 16.6
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Table 4.7.2 Annual turnover rates by critical occupation for the period 1 April 2014 and 31 March 2015
Critical occupation
Number of employees
at beginning of period - April 2014
Appoint-ments and
transfers into the depart-
ment
Terminations and transfers
out of the department
Turnover rate
Senior Management Service (Levels 13-16) 126 5 9 11.1
Total 126 5 9 7.1
NOTES § The CORE classification, as prescribed by the DPSA, should be used for completion of this table.
§ Critical occupations are defined as occupations or
sub-categories within an occupation –
a) in which there is a scarcity of qualified and
experienced persons currently or anticipated in
the future, either because such skilled persons
are not available or they are available but do not
meet the applicable employment criteria;
b) for which persons require advanced knowledge
in a specified subject area or science or learn-
ing field and such knowledge is acquired by a prolonged
course or study and/or specialised instruction;
c) where the inherent nature of the occupation requires con-
sistent exercise of discretion and is predominantly intellec-
tual in nature; and
d) in respect of which a department experiences a high degree
of difficulty to recruit or retain the services of employees.
The table below identifies the major reasons why staff left the
department.
Table 4.7.3 Reasons why staff left the department for the period 1 April 2014 and 31 March 2015
Termination Type Number % of Total Resignations
Death 1 1
Resignation 31 34
Expiry of contract 48 52
Dismissal – operational changes 0 0
Dismissal – misconduct 1 1
Dismissal – inefficiency 0 0
Discharged due to ill-health 0 0
Retirement 0 0
Transfer to other Public Service Departments 11 12
Other 0
Total 92 100
Total number of employees who left as a % of total employment 16.6
94
Table 4.7.4 Promotions by critical occupation for the period 1 April 2014 and 31 March 2015
OccupationEmployees 1
April 2014
Promotions to another
salary level
Salary level promotions
as a % of employees by
occupation
Progressions to another
notch within a salary level
Notch progression
as a % of employees by
occupation
Senior Management Service (Levels 13-16)
0 0 0 0 0
Total 0 0 0 0 0
Table 4.7.5 Promotions by salary band for the period 1 April 2014 and 31 March 2015
Salary BandEmployees 1 April 2014
Promotions to another
salary level
Salary bands promotions
as a % of employees by
salary level
Progressions to another
notch within a salary level
Notch progression
as a % of employees by salary bands
Skilled (Levels3-5)
93 0 0 21 22.6
Highly skilled production (Levels 6-8)
151 2 1.3 116 76.8
Highly skilled supervision (Levels 9-12)
142 16 11.3 92 64.8
Senior Management (Level 13-16)
167 0 0 99 59.2
Total 553 18 3.2 328 59.3
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4.8 Employment Equity 4
Table 4.8.1 Total number of 831 employees (including employees with disabilities) in each of the following occupational categories as on 31 March 2015
Occupational categoryMale Female
TotalAfrican Coloured Indian White African Coloured Indian White
Legislators, senior officials and managers
117 4 3 9 115 6 2 16 272
Professionals 0 0 0 0 0 0 0 0 0
Technicians and associate professionals
0 0 0 0 0 0 0 0 0
Clerks 49 0 3 1 88 1 1 11 154
Service and sales workers 0 0 0 0 0 0 0 0 0
Skilled agriculture and fish-ery workers
0 0 0 0 0 0 0 0 0
Craft and related trades workers
0 0 0 0 0 0 0 0 0
Plant and machine operators and assemblers
0 0 0 0 0 0 0 0 0
Elementary occupations 35 0 0 0 13 0 0 0 48
Total 201 4 6 10 216 7 3 27 474
Employees with disabilities 1 0 0 1 1 1 0 1 0
96
Table 4.8.2 Total number of employees (including employees with disabilities) in each of the following occupational bands as on 31 March 2015
Occupational bandMale Female
TotalAfrican Coloured Indian White African Coloured Indian White
Top Management 4 0 0 1 1 0 1 0 7
Senior Management 56 3 1 5 51 2 1 11 130
Professionally qualified and experienced specialists and mid-management
57 1 2 3 63 4 0 5 135
Skilled technical and academ-ically qualified workers, junior management, supervisors, foreman and superintendents
34 0 3 1 78 1 1 11 129
Semi-skilled and discretionary decision making
15 0 0 0 10 0 0 0 25
Unskilled and defined decision making
35 0 0 0 13 0 0 0 48
Total 201 4 6 10 216 7 3 27 474
Table 4.8.3 Recruitment for the period 1 April 2014 to 31 March 2015
Occupational bandMale Female
TotalAfrican Coloured Indian White African Coloured Indian White
Top Management 0 0 0 0 0 0 0 0 0
Senior Management 4 0 0 0 3 0 0 0 7
Professionally qualified and experienced specialists and mid-management
12 0 0 0 11 1 0 0 24
Skilled technical and academ-ically qualified workers, junior management, supervisors, foreman and superintendents
5 0 0 0 14 0 0 0 19
Semi-skilled and discretionary decision making
4 0 0 0 0 0 0 0 4
Unskilled and defined decision making
1 0 0 0 2 0 0 0 3
Total 26 0 0 0 30 1 0 0 57
Employees with disabilities 0 0 0 0 0 0 0 0 0
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Table 4.8.4 Promotions for the period 1 April 2014 to 31 March 2015
Occupational bandMale Female
TotalAfrican Coloured Indian White African Coloured Indian White
Top Management 0 0 0 0 0 0 0 0 0
Senior Management 0 0 0 0 0 0 0 0 0
Professionally qualified and experienced specialists and mid-management
6 0 0 0 9 0 0 1 16
Skilled technical and academ-ically qualified workers, junior management, supervisors, foremae and superintendents
0 0 0 0 2 0 0 0 2
Semi-skilled and discretionary decision making
0 0 0 0 0 0 0 0 0
Unskilled and defined decision making
0 0 0 0 0 0 0 0 0
Total 6 0 0 0 11 0 0 1 18
Employees with disabilities 0 0 0 0 0 0 0 0 0
Table 4.8.5 Terminations for the period 1 April 2014 to 31 March 2015
Occupational bandMale Female
TotalAfrican Coloured Indian White African Coloured Indian White
Top Management 1 0 0 0 0 0 0 0 1
Senior Management 7 1 0 0 3 0 1 0 12
Professionally qualified and experienced specialists and mid-management
9 1 1 0 8 0 0 0 19
Skilled technical and academ-ically qualified workers, junior management, supervisors, fore-men and superintendents
8 0 0 0 11 0 0 0 19
Semi-skilled and discretionary decision making
3 0 0 0 2 0 0 0 5
Unskilled and defined decision making
31 0 0 0 5 0 0 0 36
Total 59 2 1 0 29 0 1 0 92
Employees with Disabilities 0 0 0 0 0 0 0 0 0
98
Table 4.8.6 Disciplinary action for the period 1 April 2014 to 31 March 2015
Disciplinary actionMale Female
TotalAfrican Coloured Indian White African Coloured Indian White
Irregular procurement pro-cess
2 0 0 0 0 0 0 0 2
Fraud and dishonesty 0 0 0 0 1 0 0 0 1
Mismanagement of state funds
0 1 0 0 0 0 0 0 1
Negligence 0 0 0 0 1 0 0 0 1
Financial and negligence 2 0 0 0 0 0 0 1 3
Misrepresentation 1 0 0 0 0 0 0 0 1
Refusing lawful instruction 1 0 0 0 0 0 0 0 1
Corruption 1 0 0 0 1 0 0 0 2
Table 4.8.7 Skills development for the period 1 April 2014 to 31 March 2015
Occupational categoryMale Female
TotalAfrican Coloured Indian White African Coloured Indian White
Legislators, senior officials and managers
8 0 1 2 20 2 0 8 41
Professionals 13 1 0 1 10 0 0 0 25
Technicians and associate professionals
29 0 0 0 36 1 1 5 72
Clerks 14 0 0 0 40 1 0 1 56
Service and sales workers 25 0 0 0 8 0 0 0 33
Skilled agriculture and fishery workers
0 0 0 0 0 0 0 0 0
Craft and related trades work-ers
0 0 0 0 0 0 0 0 0
Plant and machine operators and assemblers
0 0 0 0 0 0 0 0 0
Elementary occupations 2 0 0 0 0 0 0 0 2
Total 91 1 1 3 114 4 1 14 229
Employees with disabilities 0 0 0 0 0 0 0 0 0
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4.9 Signing of Performance Agreements by SMS Members
All members of the SMS must conclude and sign performance agreements within specific timeframes. Information regarding
the signing of performance agreements by SMS members, the reasons for not complying within the prescribed timeframes
and disciplinary steps taken is presented here.
Table 4.9.1 Signing of Performance Agreements by SMS members as on 31 May 2014
SMS LevelTotal number
of funded SMS posts
Total number of SMS
members
Total number of signed performance
agreements
Signed performance agreements as % of total number of SMS
members
Director-General/ Head of Department
0 1 1 100
Salary Level 16 0 1 1 100
Salary Level 15 0 9 9 100
Salary Level 14 0 45 41 91
Salary Level 13 0 85 85 100
Total 0 141 137 97
NOTES § In the event of a National or Provincial election occurring within the first three months of a financial year all members
of the SMS must conclude and sign their performance agreements for that financial year within three months follow-
ing the month in which the elections took place. For example if elections took place in April, the reporting date in the
heading of the table above should change to 31 July 2014.
Table 4.9.2 Reasons for not having concluded Performance agreements for all SMS members as on 31 March 2015
Reasons
NOTES § The reporting date in the heading of this table should be aligned with that of Table 3.7.1.
100
Table 4.9.3 Disciplinary steps taken against SMS members for not having concluded Performance agreements as on 31 March 2015
Reasons
NOTES § The reporting date in the heading of this table should be aligned with that of Table 3.7.1.
4.10 Performance Rewards
To encourage good performance, the department has granted the following performance rewards during the year
under review. The information is presented in terms of race, gender, disability, salary bands and critical occupa-
tions (see definition in notes below).
Table 4.10.1 Performance Rewards by race, gender and disability for the period 1 April 2014 to 31 March 2015
Race and Gender
Beneficiary Profile Cost
Number of beneficiaries
Number of em-ployees
% of total within group
Cost (R’000)Average cost per
employee
African 351 424 83 1 695 873 4 831
Male 182 218 83 802 322 4 408
Female 169 206 82 893 551 5 287
Asian 8 8 100 272 314 34 039
Male 5 5 100 129 759 25 951
Female 3 3 100 142 555 47 518
Coloured 9 9 100 95 042 10 560
Male 6 6 100 28 462 4 743
Female 3 3 100 66 580 22 193
White 34 35 97 340 369 10 101
Male 9 10 90 116 592 12 954
Female 25 25 100 223 777 8 951
Total 402 476 85 2 403 598 5 979
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Table 4.10.2 Performance Rewards by salary band for personnel below Senior Management Service for the period 1 April 2014 to 31 March 2015
Salary band
Beneficiary Profile Cost Total cost as a % of the total
personnel expenditure
Number of beneficiaries
Number of employees
% of total within salary
bands
Total Cost (R’000)
Average cost per employee
Skilled (level 3-5)
79 95 83 54 482 4 953 0
Highly skilled production (level 6-8)
114 135 84 397 166 9 456 0
Highly skilled supervision (level 9-12)
88 105 84 641 163 17329 0
Total 281 335 84 1 092 811 12 142.34 0
Table 4.10.3 Performance Rewards by critical occupation for the period 1 April 2014 to 31 March 2015
Critical occupa-tion
Beneficiary Profile Cost
Number of beneficiaries
Number of employees
% of total within occupation
Total Cost (R’000)
Average cost per employee
0 0 0 0 0
Total 0 0 0 0 0
NOTES § The CORE classification, as prescribed by the
DPSA, should be used for completion of this table.
§ Critical occupations are defined as occupations or
sub-categories within an occupation –
a) in which there is a scarcity of qualified and
experienced persons currently or anticipated in
the future, either because such skilled persons
are not available or they are available but do
not meet the applicable employment criteria;
b) for which persons require advanced knowledge in a
specified subject area or science or learning field and
such knowledge is acquired by a prolonged course or
study and/or specialised instruction;
c) where the inherent nature of the occupation requires
consistent exercise of discretion and is predominantly
intellectual in nature; and
d) in respect of which a department experiences a high
degree of difficulty to recruit or retain the services of
employees;
102
Table 4.10.4 Performance related rewards (cash bonus), by salary band for Senior Management Service for the period 1 April 2014 to 31 March 2015
Salary band
Beneficiary Profile Cost Total cost as a % of the total
personnel expenditure
Number of beneficiaries
Number of employees
% of total with-in salary bands
Total Cost (R’000)
Average cost per employee
Band A 20 85 24 1 054 319 52 716
Band B 2 45 4 133 482 66 741
Band C 2 9 22 116 262 58 131
Band D 0 1 0 - - -
Total 24 140 17 1 304 063 54 335.95
4.11 Foreign Workers
The tables below summarise the employment of foreign nationals in the department in terms of salary band and
major occupation.
Table 4.11.1 Foreign workers by salary band for the period 1 April 2014 and 31 March 2015
Salary band01 April 2014 31 March 2015 Change
Number % of total Number Number % of total Number
Senior Management Service (Levels 13-16)
1 100 1 100 0 0
Total 1 100 1 100 0 0
Table 4.11.2 Foreign workers by major occupation for the period 1 April 2014 and 31 March 2015
Major occupation01 April 2014 31 March 2015 Change
Number % of total Number % of total Number % Change
Professionals and Manager 1 100 1 100 0 0
Total 1 100 1 100 0 0
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4.12 Leave utilisation The Public Service Commission identified the need for careful monitoring of sick leave within the public service.
The following tables provide an indication of the use of sick leave and disability leave. In both cases, the estimated
cost of the leave is also provided.
Table 4.12.1 Sick leave for the period 1 January 2014 to 31 December 2014
Salary bandTotal days
% Days with Medical
certification
Number of Employees using sick
leave
% of total employees using sick
leave
Average days per
employee
Estimated Cost
(R’000)
Skilled (levels 3-5) 364 75 64 14.6 6 199
Highly skilled production (levels 6-8)
906 74.3 131 29.9 7 843
Highly skilled supervision (levels 9 -12)
840 75.1 129 29.4 6 1 600
Top and Senior manage-ment (levels 13-16)
670 80.9 114 26.1 6 2 294
Total 2 780 76.2 438 100 6 4 936
Table 4.12.2 Incapacity leave (temporary and permanent) for the period 1 January 2014 to 31 December 2014
Salary bandTotal days
% Days with Medical
certification
Number of Employees
using disability leave
% of total employees
using disability leave
Average days per
employee
Estimated Cost
(R’000)
Skilled (Levels 3-5) 15 100 2 22.2 8 10
Highly skilled produc-tion (Levels 6-8)
82 100 4 33.3 21 88
Highly skilled super-vision (Levels 9-12)
0 0 0 0 0 0
Senior management (Levels 13-16)
9 100 3 44.4 3 32
Total 106 100 9 100 12 130
104
The table below summarises the utilisation of annual leave. The wage agreement concluded with trade unions in the
PSCBC in 2000 requires management of annual leave to prevent high levels of accrued leave being paid at the time of
termination of service.
Table 4.12.3 Annual Leave for the period 1 January 2014 to 31 December 2014
Salary band Total days takenNumber of Employees
using annual leaveAverage per
employee
Skilled Levels 3-5) 1 878 94 20
Highly skilled production (Levels 6-8) 3 440 161 21
Highly skilled supervision(Levels 9-12) 3 596 164 22
Senior management (Levels 13-16) 3 890 181 21
Total 12 804 600 21
Table 4.12.4 Capped leave for the period 1 January 2014 to 31 December 2014
Salary bandTotal days of capped leave
taken
Number of Employees
using capped leave
Average number of
days taken per employee
Average capped leave per employee as at 31 March 20ZZ
Skilled Levels 3-5) 1 1 1 39
Highly skilled production (Levels 6-8) 0 0 0 0
Highly skilled supervision (Levels 9-12) 10 2 5 38
Senior management (Levels 13-16) 0 0 0 49
Total 11 3 4 43
The following table summarise payments made to employees as a result of leave that was not taken.
Table 4.12.5 Leave payouts for the period 1 April 2014 and 31 March 2015
ReasonTotal
amount (R’000)
Number of employees
Average per employee
(R’000)
Leave payout for 2014/15 due to non-utilisation of leave for the previous cycle
0 0 0
Capped leave payouts on termination of service for 2014/15 0 0 0
Current leave payout on termination of service for 2014/15 780 47 16 595
Total 780 47 16 595
105
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4.13 HIV/AIDS & Health Promotion Programmes
Table 4.13.1 Steps taken to reduce the risk of occupational exposureUnits/categories of employees identified to be at
high risk of contracting HIV & related diseases (if any) Key steps taken to reduce the risk
All staff Employee Health and Wellness Programme
Employee Assistance Programme policy and guidelines
Table 4.13.2 Details of Health Promotion and HIV/AIDS Programmes (tick the applicable boxes and provide the required information)
Question Yes No Details, if yes
1. Has the department designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regulations, 2001? If so, provide her/his name and position.
√ Mr Sonwabo Shibane, Senior Manager Organisational Development.
2. Does the department have a dedicated unit or has it des-ignated specific staff members to promote the health and well-being of your employees? If so, indicate the number of employees who are involved in this task and the annual budget that is available for this purpose.
√ 1 Assistant Director, 1 Administration Clerk, Budget of R 650 000.
3. Has the department introduced an Employee Assistance or Health Promotion Programme for your employees? If so, indicate the key elements/services of this Programme.
√ Psycho-social support counselling, wellness day for health screenings, HIV testing and Awareness, sport activities, financial wellness.
4. Has the department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the Public Service Regulations, 2001? If so, please provide the names of the members of the committee and the stakeholder(s) that they represent.
√
5. Has the department reviewed its employment policies and practices to ensure that these do not unfairly discriminate against employees on the basis of their HIV status? If so, list the employment policies/practices so reviewed.
√ The Department’s Employment Equity policy does not discriminate against em-ployees on the basis of their HIV status.
6. Has the department introduced measures to protect HIV-positive employees or those perceived to be HIV-pos-itive from discrimination? If so, list the key elements of these measures.
√ Departmental HIV and AIDS approved policy makes provision for employees not to be discriminated against based on HIV status. Disciplinary and grievance proce-dure are in place to counter against those discriminating on the basis of HIV status.
7. Does the department encourage its employees to undergo Voluntary Counselling and Testing? If so, list the results that you have you achieved.
√ Through bi-annual Health assessment and VCT screening and annual wellness day and referrals for counselling.
8. Has the department developed measures/indicators to monitor & evaluate the impact of its health promotion pro-gramme? If so, list these measures/indicators.
√
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4.14 Labour Relations
Table 4.14.1 Collective agreements for the period 1 April 2014 and 31 March 2015
Subject matter Date
No collective agreements finalised during the 2014/15 financial year
NOTES § If there were no agreements, keep the heading and replace the table with the following:
Total number of Collective agreements None
The following table summarises the outcome of disciplinary hearings conducted within the department for the
year under review.
Table 4.14.2 Misconduct and disciplinary hearings finalised for the period 1 April 2014 and 31 March 2015Outcomes of disciplinary hearings Number % of total
Correctional counselling 0 0
Verbal warning 0 0
Written warning 4 57
Final written warning 0 0
Suspended without pay 0 0
Fine 0 0
Demotion 0 0
Dismissal 2 29
Not guilty 1 14
Case withdrawn 0 0
Total 7 100
NOTES § If there were no agreements, keep the heading and replace the table with the following:
Total number of Disciplinary hearings finalised 2
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Table 4.14.3 Types of misconduct addressed at disciplinary hearings for the period 1 April 2014 and 31 March 2015
Type of misconduct Number % of total
Irregularity on procurement 2 75
Fraud 1 25
Total 3 100
Table 4.14.4 Table 4.14.4 Grievances logged for the period 1 April 2014 and 31 March 2015
Grievances Number % of Total
Number of grievances resolved 2 40
Number of grievances not resolved 3 60
Total number of grievances lodged 5 100
Table 4.14.5 Disputes logged with Councils for the period 1 April 2014 and 31 March 2015
Disputes Number % of Total
Number of disputes upheld 0 0
Number of disputes dismissed 0 0
Total number of disputes lodged 0 0
Table 4.14.6 Strike actions for the period 1 April 2014 and 31 March 2015
Total number of persons working days lost 0
Total costs working days lost 0
Amount recovered as a result of no work no pay (R’000) 0
Table 4.14.7 Precautionary suspensions for the period 1 April 2014 and 31 March 2015
Number of people suspended 1
Number of people whose suspension exceeded 30 days 0
Average number of days suspended 30
Cost of suspension (R’000) 82
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4.15 Skills development
This section highlights the efforts of the department with regard to skills development.
Table 4.15.1 Training needs identified for the period 1 April 2014 and 31 March 2015
Occupational category
GenderNumber of
employees as at 1 April 2014
Training needs identified at start of the reporting period
Learnerships
Skills Programmes & other short
courses
Other forms of training
Total
Legislators, senior of-ficials and managers
Female 0 0 0 0 0
Male 0 0 0 0 0
ProfessionalsFemale 6 0 6 0 6
Male 5 0 5 0 5
Technicians and asso-ciate professionals
Female 6 0 6 0 6
Male 4 0 4 0 4
Clerks Female 8 0 8 0 8
Male 2 0 2 0 2
Service and sales workers
Female 0 0 0 0 0
Male 0 0 0 0 0
Skilled agriculture and fishery workers
Female 0 0 0 0 0
Male 0 0 0 0 0
Craft and related trades workers
Female 0 0 0 0 0
Male 0 0 0 0 0
Plant and machine operators and assem-blers
Female 0 0 0 0 0
Male 0 0 0 0 0
Elementary occupa-tions
Female 4 0 4 0 4
Male 1 0 1 0 1
Sub TotalFemale 0 0 0 0 0
Male 0 0 0 0 0
Total 36 0 36 0 36
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Table 4.15.2 Training provided for the period 1 April 2014 and 31 March 2015
Occupational category GenderNumber of
employees as at 1 April 2014
Training provided within the reporting period
Learnerships
Skills Programmes & other short
courses
Other forms of training
Total
Legislators, senior officials and managers
Female 30 0 21 9 30
Male 11 0 9 2 11
Professionals Female 10 0 8 2 10
Male 15 0 10 5 15
Technicians and associate professionals
Female 43 0 29 14 43
Male 29 0 14 15 29
Clerks Female 42 0 30 12 42
Male 14 0 8 6 14
Service and sales workers
Female 8 0 7 1 8
Male 25 0 13 12 25
Skilled agriculture and fishery workers
Female 0 0 0 0 0
Male 0 0 0 0 0
Craft and related trades workers
Female 0 0 0 0 0
Male 0 0 0 0 0
Plant and machine operators and assemblers
Female 0 0 0 0 0
Male 0 0 0 0 0
Elementary occupations Female 1 0 1 1 2
Male 1 0 0 0 0
Sub Total Female 134 0 96 39 135
Male 95 0 54 40 94
Total 229 0 150 79 229
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4.16 Injury on duty
The following tables provide basic information on injury on duty.
Table 4.16.1 Injury on duty for the period 1 April 2014 and 31 March 2015
Nature of injury on duty Number % of total
Required basic medical attention only 0 0
Temporary Total Disablement 0 0
Permanent Disablement 0 0
Fatal 0 0
Total 0 0
4.17 Utilisation of Consultants
The following tables relates information on the utilisation of
consultants in the department.
In terms of the Public Service Regulations “consultant’ means
a natural or juristic person or a partnership who or which
provides in terms of a specific contract on an ad hoc basis
any of the following professional services to a department
against remuneration received from any source:
a) The rendering of expert advice;
b) The drafting of proposals for the execution of
specific tasks; and
c) The execution of a specific task which is of a
technical or intellectual nature, but excludes an
employee of a department.
Table 4.17.1 Report on consultant appointments using appropriated funds for the period 1 April 2014 and 31 March 2015
Project titleTotal number of consultants that
worked on projectDuration (work days) Contract value in Rand
0 0 0 0
0 0 0 0
Total number of projectsTotal individual
consultantsTotal duration
Work daysTotal contract value in
Rand
0 0 0 0
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Table 4.17.2 Analysis of consultant appointments using appropriated funds, in terms of Historically Disadvantaged Individuals (HDIs) for the period 1 April 2014 and 31 March 2015
Project titlePercentage ownership by
HDI groupsPercentage management
by HDI groups
Number of consultants from HDI groups that work
on the project
0 0 0 0
0 0 0 0
Table 4.17.3 Report on consultant appointments using Donor funds for the period 1 April 2014 and 31 March 2015
Project titleTotal Number of
consultants that worked on project
Duration (Work days)
Donor and contract value in Rand
0 0 0 0
0 0 0 0
Total number of projectsTotal individual
consultantsTotal duration
Work daysTotal contract value in
Rand
0 0 0 0
0 0 0 0
Table 4.17.4 Analysis of consultant appointments using Donor funds, in terms of Historically Disadvantaged Individuals (HDIs) for the period 1 April 2014 and 31 March 2015
Project titlePercentage ownership by
HDI groupsPercentage management
by HDI groups
Number of consultants from HDI groups that work
on the project
0 0 0 0
0 0 0 0
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4.18 Severance Packages
Table 4.18.1 Granting of employee initiated severance packages for the period 1 April 2014 and 31 March 2015
Salary bandNumber of
applications received
Number of applications referred to the MPSA
Number of applications supported by
MPSA
Number of packages
approved by department
Lower skilled (Levels 1-2) 0 0 0 0
Skilled Levels 3-5) 0 0 0 0
Highly skilled production (Levels 6-8) 0 0 0 0
Highly skilled supervision(Levels 9-12) 0 0 0 0
Senior management (Levels 13-16) 0 0 0 0
Total 0 0 0 0
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Chapter 5Part E: Financial Information
5
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5.1 Report of the Accounting Officer on vote 3: Department of Cooperative Governance and Traditional Affairs • For the Year Ended 31 March 2015
5.1.1 Overview of the operation in the Department
The Accounting Officer is responsible for the prepara-
tion of the financial statement and related information
included in the annual report and to ensure its integrity.
The financial statements are prepared in accordance
with the accounting policy and standards determined
by the National Treasury. This report sets out the key
accomplishments over the last financial year.
IMPORTANT POLICY DECISIONS AND STRATEGIC ISSUES
The department’s strategic goals over the medium term
are to:
§ Develop policies and legislation to lead the building
of capable, developmental and economically viable
local governance institutions (municipal and tradi-
tional councils);
§ Deepen participatory democracy through common
standards and practices of accountability and good
governance.
§ Support planning and coordination efforts across all
spheres of government in partnership with all sector
departments, local government agencies, traditional
institutions and organs of civil society.
§ Foster sustainable infrastructure development and
maintenance to ensure basic services delivery and
local economic development.
§ Monitor and evaluate the performance of provincial
departments of local government and traditional
councils.
§ Strengthen the capacity of the department to deliver
on its mandate.
The National Development Plan highlighted the im-
portance of cities for dealing with our development
challenges, and Census 2011 indicated the scale of
population growth in the urban areas. DCOG aims to
create a new deal for cities through restructuring the
city space economy, improving land use management
and facilitating investments in public transport and the
built environment. During the 14 February 2013 State of
the Nation Address (SONA), the President emphasized
the need for an Integrated Urban Development Frame-
work IUDF as one of the key tools for implementing the
National Development Plan (NDP) and also to support
municipalities to manage urbanisation.
The objective of the IUDF is to provide an interdepart-
mental and intergovernmental approach to attain inte-
grated urban development. It is a policy process and
a framework to understand why urban divides remain
stubbornly in place, with an eye to promoting effective
instruments to change this legacy, and promote resil-
ient and inclusive urban settlements.
5.1.1.1 Significant events that took place during the year
Presidential Local Government Summit – Launch of the
Back to Basics Approach. On 18 September 2014 Pres-
ident Jacob Zuma convened the second Presidential
Local Government Summit at the Gallagher Convention
Centre. The theme of the Summit was: “Back to Basics
– Serving our communities better”.
The purpose of the Summit was to discuss with nation-
al, provincial and local government leaders the critical
challenges affecting municipalities. In addition, it sets
out to guide the process on what needs to be done in
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Department of Cooperative Governance Vote 03
the intergovernmental sphere to improve performance
of municipalities that will result in the improvement of
people’s lives, the creation of decent living conditions
and a closure of the gap between Government and
communities.
The Summit pursued the following objectives:
a) An outline by the President of an urgent plan of
action to achieve the priorities of Local Government;
b) A commitment by delegates to implement an action
plan to ensure that municipalities are a great place to
work, play and live in by getting the basics right; and
c) Strengthening of inter-sphere collaboration and inte-
grated approach to serving communities.
At the culmination of the Summit the delegates, as a
collective declared, to do their best to make local gov-
ernment work to serve their people better. They com-
mitted to be the servants of the people and trustworthy
agents at their service. They unanimously embraced the
back-to-basics approach to address the challenges fac-
ing Local Government, and declared their commitment
to strengthen local government in order to move South
Africa forward.
The Summit concluded in an endorsement of the
change in approach through the adoption of a Decla-
ration, as well as the acceptance of an Action Plan that
will be used as an instrument to address the challeng-
es experienced by municipalities, the assignment of
responsibilities and the creation of a platform for the
monitoring of performance.
MUNICIPAL ADMINISTRATION AND HUMAN RESOURCES
Preparations for the 2016 Municipal Elections
Preparations are underway by all stakeholders to pre-
pare for the fourth democratic elections of all municipal
councils, which must be held within 90 days of 18 May
2016. The number of councillors for each municipal
council has been determined by MECs based on for-
mulae that was published in the Government Gazette
on 9 September 2014.The MDB is presently engaged
with the delimitation of wards, and it is envisaged that
final ward boundaries will be handed over to the IEC
by the MDB during November 2015. The IEC will then
begin with their preparations across the country for the
holding of elections.
Draft Local Government: Municipal Staff Regulations
The development of the draft Local Government: Mu-
nicipal Staff Regulations and Guidelines setting out
uniform municipal staff systems and procedures in ful-
fillment of the Minister’s regulatory powers have been
completed. The setting of these uniform standards will
strengthen the capacity of municipalities to perform
their functions by ensuring that municipalities appoint
suitably qualified and competent persons. It will re-
duce the concentration of persons with critical skills in
affluent municipalities at the expense of smaller mu-
nicipalities by allowing horizontal mobility within local
government. These regulations represent government’s
resolve to professionalise municipal administration and
will go a long way in ensuring that the high incidents
of irregular and inappropriate appointments are ended.
They empower municipalities to move progressively to-
wards the upliftment of communities through the provi-
sion of basic services to communities.
Public Participation
The department was successful in facilitating the estab-
lishment of ward committees and strengthening their
oversight function in terms of monitoring and reporting
of community progress against Integrated Development
Plans (IDPs), Service Delivery Business Improvement
Plans (SDBIPs) and ward level service improvement
plans. The success is clearly defined through a support
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to municipalities in the establishment and induction of
ward committees in accordance with the relevant leg-
islative framework. As at 31 March 2015, 4277 ward
committees had been established. Post the ward com-
mittee elections, the department rolled-out an induction
programme for newly elected ward committee mem-
bers. This induction formed part of a broader capacity
building programme comprising of both accredited and
non-accredited skills development learning areas.
Municipal Infrastructure Support Agency
During the 2014/15 financial year, MISA deployed 53
Technical Consultants to 121 municipalities across the
country, whereas 48 artisans were deployed to provide
support to five municipalities in Limpopo. In an attempt
to enhance municipal technical support and build ca-
pacity for the local government sector, MISA deployed
409 Apprentices, 27 Young Professionals, and 67 Expe-
riential Learners to a total of 64 municipalities. A total
of 139 trainee Water and Sanitation Process Controllers
were also deployed to municipalities to gain work ex-
perience, but to also provide much needed support to
the municipalities.
MISA has, since its establishment in 2012, facilitated
and funded technical training programs for more than
800 municipal officials in courses such as engineering,
planning, procurement of technical services, and asset
management.
The Community Work Programme (CWP)
The year under review saw a notable increase in the
CWP participation rate. A cumulative figure of 202 447
participants was achieved by the end of March 2015
from an annual target of 187 000 participants. During
2014/15, the CWP was implemented in 185 sites spread
over 159 municipalities and benefitted communities liv-
ing in more than 2000 wards across the country. The
programme largely benefited women who constituted
75% of participants, with youth making up 45% of par-
ticipants.
Qualitative achievements included the training of par-
ticipants which gave them skills that enabled some
of them to get employment in the regular economy.
Abject poverty in beneficiary communities where the
only source of income was the CWP wages was visibly
reduced. Home-based care and renovations to houses
belonging to vulnerable households helped improve the
quality of life in those households. CWP partnerships
also yielded demonstrable outcomes. For example, a
partnership with the University of North West (UNW)
resulted in the registration of 75 CWP participants who
are presently studying towards a Grade R Teachers’ Di-
ploma. Furthermore, the Mahikeng Local Municipality’s
waste management programme benefitted from the
support of the Japan International Cooperation Agency
(JICA) through a CWP-facilitated partnership. As a re-
sult of the JICA intervention, improvements in the waste
management services offered by the municipality were
registered.
The changes to our institutional model for the imple-
mentation of the programme from a three-tier model
to a one-tier model had an impact on the financial per-
formance of the programme as the induction of new
implementing agents and the re-registration of partici-
pants took longer than anticipated. This meant that the
inception of new sites and procurement could only start
during the third quarter.
5.1.2 Overview of the financial result of the Department
5.1.2.1 Departmental Receipts
In 2014/15 financial year, the Department budgeted
R918 000.00 for the departmental receipts accrue from
the collection of parking fees, recovered debt, commis-
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sion on insurance policy premiums, the recovery of pri-
vate telephone expenses and expenditure due to breach
of study loan contracts. The actual revenue generated
for 2014/15 financial year increased significantly with a
rate of 108.72 per cent to the value of R1 916 000.00.
This is mainly due to a refund made by one of the Im-
plementing Agent that was not reappointed for the new
contract on unspent wage for participants. In the previ-
ous financial year 2013/14 the Department budget R874
000.00 against the actual revenue, which increased by
an annual rate of 39.59 per cent due to unspent funds
by one of the municipalities in Limpopo.
Revenue increased from R1 220 000.00 in 2013/14 to
R1 916 000.00 in 2014/15 financial year, at an annual
rate of 57.05 per cent. The Department is not a revenue
generating entity, as such, there are no tariff charges for
goods sold and/or services rendered.
2014/15 2013/14
R’000 R’000
Departmental Revenue
Tax revenue - -
Sales of goods and services other than capital assets 174 175
Fines, penalties and forfeits - -
Interest, dividends and rent on land 1 -
Sales of capital assets 53 16
Transactions in financial assets and liabilities 1 688 1 029
Transfer received - -
Total revenue collected 1 916 1 220
Less: Own revenue included in appropriation -
Departmental revenue collected 1 916 1 220
5.1.2.2 Programme Expenditure
A summary narrative of the actual expenditure in com-
parison to the adjusted appropriation for both the cur-
rent and previous financial year. The financial informa-
tion is presented per programme justifying the under/
(over) expenditure with corrective actions to prevent the
recurrence in the future
5.1.2.2.1 PROGRAMME 1: ADMINISTRATION
The actual expenditure in Programme 1 against the
adjusted appropriation only reflects a 0.2 per cent un-
der-spending, which is immaterial. The comparison of
the current spending indicates a 0.04 per cent increase
against the spending for the previous financial year
(2013/14). This is mainly due to the inflation related in-
creases.
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5.1.2.2.2 PROGRAMME 2: POLICY, RESEARCH AND KNOWLEDGE MANAGEMENT
The actual expenditure in Programme 2 against the
adjusted appropriation reflect an under-spending of
8.8 per cent, which is mainly due to the delay that
emanated from the implementation of the 2014/15
Procurement Plan. The current spending indicates a
4,3 per cent decrease against the spending for the
same period in the previous financial year (2013/14).
This is mainly due to cost cutting measure on the
use of consultants and other line items such as
catering, venues and travel and subsistence in the
Branch. The Procurement Plan has been approved
early before the commencement of the new finan-
cial year to avoid the recurrence of the 2014/15
finan cial year.
5.1.2.2.3 PROGRAMME 3: GOVERNANCE AND INTERGOVERNMENTAL RELATIONS
The actual expenditure in Programme 3 against the
adjusted appropriation reflect an under-spending
of 6.5 per cent, which is mainly due to the with-
holding of Local Government Equitable Share from
some municipalities which did not perform accord-
ing to the DORA requirements as well as delays in
the transfer of funds to the United Cities & Local
Government of Africa, because the claim was not
submitted to the Department. The current spending
rate is 2.5 per cent lower than the spending rate in
the previous financial year (2013/14) due to the rea-
sons mentioned above. The newly established unit
in MIG administration will assist poor performing
municipalities to enhance the spending patterns on
MIG.
5.1.2.2.4 PROGRAMME 4: NATIONAL DISASTER MANAGEMENT CENTRE
The actual expenditure in Programme 4 against the adjusted
appropriation reflect an under-spending of 53.6 per cent is
mainly due to the uncertainty with the payment of disaster
relief grants. This grant is only paid when disasters are de-
clared and with the approval of the National Treasury. The
current spending is 14.6 per cent less than in the previous
financial year (2013/14) due to the uncertainty when Disas-
ter Relief grants will be paid.
5.1.2.2.5 PROGRAMME 5: PROVINCIAL AND MUNICIPAL GOVERNMENT SYSTEMS
The actual expenditure in Programme 5 against the adjusted
appropriation reflect a 100.0 per cent spending rate for a
twelve month period. The current spending rate is also sim-
ilar when compared to the previous financial year (2013/14).
5.1.2.2.6 PROGRAMME 6: INFRASTRUCTURE AND ECONOMIC DEVELOPMENT
The actual expenditure in Programme 6 against the ad-
justed appropriation reflect an under-spending of 3.6 per
cent, which is mainly due to the withholding of Municipal
Infrastructure Grant funds for one municipality; CWP that
delayed to pay invoices that were received late from the
Implementing Agents and delays with the procurement pro-
cesses for the material used by participants, at site level. The
current spending reflected a 2.7 per cent increase against
the spending for the same period in the previous financial
year, 2013/14 mainly due to the change in the business
model of the payment of CWP participants and induction of
new Implementing Agents especially on the supply-chain
management processes.
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5.1.2.2.7 PROGRAMME 7: DEPARTMENT OF TRADITIONAL AFFAIRS
The actual expenditure in Programme 7 against the ad-
justed appropriation reflect 100.0 per cent funds trans-
ferred. Furthermore, the Department has claimed the
expenditure incurred on behalf of DTA, which has been
confirmed by the DTA Team.
Table 1: Savings trends since 2008/09 financial year.
Year Expenditure R ‘000
Saving %
Saving R ‘000
2008/09 35 348 095 0,82 290 912
2009/10 36 016 101 1,42 511 032
2010/11 44 457 917 0.26 115 202
2011/12 46 221 564 4.11 1 983 096
2012/13 53 442 919 2.57 1 412 259
2013/14 56 401 572 3.51 2 057 335
2014/15 59 477 784 6.30 3 976 101
Table 2: Financial information for the current and previous financial year
Programme Name 2014/2015 2013/2014Final
Appropriation R’000
Actual Expenditure
R’000
(Over)/Under Expenditure
R’000
Final Appropriation
R’000
Actual Expenditure
R’000
(Over)/Under Expenditure
R’000
Prog 1: Administration 242 025 241 628 397 247 879 247 498 381
Prog 2: Policy, Research and Knowledge Management
20 251 18 471 1 780 16 184 15 453 731
Prog 3: Governance and Intergovernmental Relations
44 610 131 41 709 671 2 900 460 40 725 499 39 080 214 1 645 285
Prog 4: National Disaster Management Centre
831 415 385 906 445 509 694 439 423 859 270 580
Prog 5: Provincial and Municipal Government Systems
289 533 289 479 54 291 872 291 872 0
Prog 6: Infrastructure and Economic Development
17 344 666 16 716 765 627 901 16 371 332 16 230 974 140 358
Prog 7: Department of Traditional Affairs
115 864 115 864 0 111 702 111 702 0
Total 63 453 885 59 477 784 3 976 101 58 458 907 56 401 572 2 057 335
The table 2 below depict the total expenditure of the
department, excluding local and foreign aid assistance,
amount to R59 477 784 representing 93.7% of the total
appropriation. The under-spending of R3 976 101 was,
therefore, 6.3 % of the total budget. This reflects a slight
increase in the annual under expenditure when com-
pared with 2013/14 financial year which was at 2.8%.
This comprised mainly of compensation of employees;
goods and services; payments of capital assets and
Transfers & subsidies.
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Table 2 depicts the initial budget of the Department of
Cooperative Governance for the 2014/15 financial year
amounts to R63 212 720 000.00. During the 2014/15
Adjusted Estimates of National Expenditure, the De-
partment received an additional appropriation to the
value of R241 165 000.0, which slightly increased the
appropriation to R63 453 885 000.00. This represents
an increase of R4 994 978 000.00 (8.54%) when
compared with the budget allocation for the previous
financial year.
The main contributing programmes that increased
the allocation was mainly in respect of the Munici-
pal Disaster Recovery Grant, introduction of a new
grant called Municipal Demarcation Transition Grant,
approved roll-over of MIG funds that were not spend
in the 2013/14 financial year under Section 18 (1)(b)
of the Division of Revenue Act and additional funding
on Municipal Disaster Relief Grant as unforeseeable
and unavoidable expenditure for post-disaster recon-
struction and rehabilitation of municipal infrastructure
in Eastern Cape, Gauteng, KwaZulu-Natal, Limpopo,
Mpumalanga and Western Cape.
5.1.2.3 Virement and roll-over
5.1.2.3.1 VIREMENT
The following Virement were effected in terms of sec-
tion 43 of the PFMA (Act No. 1 of 1999) as amended
to fund the overruns and increased spending levels of
the different Programmes of the Department of Coop-
erative Governance the 2014/15 financial year, in line
with the mandate and priorities:
Compensation of Employees
R6.398 million was shifted from Programme 6: Infra-
structure and Economic Development to Increase the
Compensation of Employees allocations of the follow-
ing Programmes:
§ Programme 1: Administration with R2.026 million;
§ Programme 2: Policy Research and Knowledge
Management with R737 thousand;
§ Programme 3: Governance and Intergovernmental
Relations with R326 thousand;
§ Programme 4: National Disaster Management Cen-
tre with R110 thousand; and
§ Programme 5: Provincial and Municipal Govern-
ment Systems with R550 thousand.
To increase the Goods and Services allocations of the
following Programmes:
§ Programme 1: Administration with R983 thousand;
§ Programme 4 National Disaster Management Cen-
tre with R1.336 million; and
§ Programme 5: Provincial and Municipal Govern-
ment Systems with R330 thousand.
Goods and Services
R102 thousand was shifted from Programme 6: Infra-
structure and Economic Development to increase the
Goods and Services allocation of the following Pro-
grammes:
§ Programme 5: Provincial and Municipal Govern-
ment Systems with R65 thousand; and
§ Programme 1: Administration with R37 thousand
for Payment of Financial Assets.
R136 thousand was shifted from Programme 3: Gov-
ernance and Intergovernmental Relations Goods and
Services to increase the allocation of Programme 1:
Administration Payment of Financial Assets.
All the items, which are referred to above, have been
subjected to due processes in terms of the policies
and procedures. All Virements done in the department
were approved by the Directors-General. Subsequent-
ly, the National Treasury and the Executive Authority
were also informed of the approved virements.
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5.1.2.3.2 ROLL-OVER
The roll-over of funds from the 2014/15 financial year were
done in terms of Section 30 (2) (g) and 31 (2) (g) of the
PFMA, 1999 to fund projects that were carried over to the
2015/16 financial year.
Goods and Service:
Programme 6: Infrastructure and Economic Development
Community Work Program requested the National Trea-
sury to roll-over funds to the value of R216, 415 million
at the end of the 2014/15 financial year to finalise the
outstanding payments to the CWP Implementing Agents.
There was a delay in the commencement of the process
to procure tools, material and protective clothing for the
participants.
Transfer and Subsidies:
Programme 3: Governance and Intergovernmental Relations
An unspent amount of R2, 898 billion in respect of the Lo-
cal Government Equitable Share Grant, which is the total
amount at the end of the 2014/15 financial year, was re-
quested to be roll-over to the 2015/16 financial year from
the National Treasury.
Programme 6: Infrastructure and Economic Development
An amount of R18, 604 million which was not transferred
to the Ditsobotla Local Municipality from the Municipal In-
frastructure Grant (MIG), was requested to be rolled over
from the National Treasury.
5.1.3 Unauthorised, fruitless and wasteful expenditure
The Department has not discovered any potential
Unauthorised, fruitless and wasteful expenditure dis-
closed in note 15.
5.1.4 Future Plans of the Department
The future plans of the Department is to integrate
the Annual Performance Plan, in line with the Back to
Basics Approach, which wil include the realignment
of the departmental organizational structure.
5.1.5 Public private partnership (PPP)
5.1.5.1 Brief summary of progress on the PPP
The Department has not entered into any Public Pri-
vate Partnership agreements.
5.1.6 Discontinued activities / activities to be discontinued
There were no activities discontinued during the
2014/15 financial year
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5.1.7 New or proposed activities
There were no newly proposed activities identified for the
year under review.
5.1.8 Supply chain management
5.1.8.1 List all unsolicited bid proposals concluded for the year under review
The department did not conclude any unsolicited bid
proposal for the year under review
5.1.8.2 Indicate whether SCM processes and systems are in place to prevent irregular expenditure
The department has processes and systems in place to
detect and prevent irregular expenditure. The department
has functional bid committees to ensure transparency,
fairness and compliance with the tender processes. SCM
has developed and implemented a checklist for all SCM
compliance requirements and all transactions that are
processed through SCM are checked against the check-
list.
5.1.8.3 Challenges experienced in SCM and how they were resolved
Supply Chain Management had experienced of non-avail-
ability of bid committee members. This challenge has
been resolved by appointing additional members.
5.1.9 Gifts and donation received in kind from non-related parties.
The closing balance of R34 818 000.00 was paid
back to the RDP account. The Department did not
receive any gifts and donations in the 2014/15 finan-
cial year.
5.1.9.1 Exemptions and deviations received from the National Treasury
The Department has no exemptions and deviations
received from the National Treasury.
5.1.10 Events after the reporting date
A forensic investigation has been instituted by the
Department. The investigation was initiated based on
an allegation of possible fraudulent payments. The
project will be finalised in the 2015/16 financial year.
5.1.11 Any other material matters
No other material matters were identified in respect
of the 2014/15 financial year.
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5.1.12 Acknowledgment
Generosity and political support of the Executive have
allowed the Department to carry out its mission and
assist in improving the lives of all South Africans.
During the 2014/15 financial year, the Department of
Cooperative Governance sets out the Back to Basic ap-
proach as a program of action for the South African
government to develop, govern and transform the liv-
ing conditions of all citizens. That is our commitment
and the promise we make with our strategy. Everything
we do centres on integrity, responsiveness and highly
effective governance system by working with the com-
munities to achieve sustainable development and im-
proved service delivery.
Our 511 employees apply this strategy at operational
level every day. Their passion, their dedication and their
wealth of ideas bring the Department’s vision to life –
both internally and externally. It is because of them that
the Department is able to retain sound financial man-
agement and healthy operational performance.
Management would like to thank everyone who dedi-
cated their time and talent in 2014/15 financial year to
the Department of Cooperative Governance as well as
to the implementation of Back to Basic programme at
the local level, our shareholders, partners and the gen-
eral public. Together, we will take this Department to
new heights of success in 2015/16 financial year.
5.1.13 Conclusions
The Department had its share of setbacks due to the
transition towards back to basics and reorganisation of
the organisational structure. The reorganisation of the
organisational structure predominantly affected the ar-
eas of reporting and efficacy. However, a steeling lead-
ership by the Honourable Minister Pravin Gordhan, the
passion and dedication of the employees is conspicu-
ous in the achieved unqualified audit opinion expressed
by the Auditor-General. One of the better ways to elu-
cidate improving performance is the escalating num-
ber of projects achieved as detailed in chapter 2 of the
Annual Report.
5.1.14 Approval and sign-off
The Annual Financial Statements set out on pages 131
to 260 have been approved by the accounting officer.
Mr. V Madonsela
Director-General
Department of Cooperative Governance
31 July 2015
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Department of Cooperative Governance Vote 03
5.2 Report of the Auditor-General to Parliament on vote 3: Department of Cooperative Governance and Traditional Affairs
Report on the financial statements
INTRODUCTION
1. I have audited the financial statements of the De-
partment of Cooperative Governance set out on
pages 132 to 259, which comprise the appropria-
tion statement, statement of financial position as at
31 March 2015, the statement of financial perfor-
mance, statement of changes in net assets, and cash
flow statement for the year then ended, as well as
the notes, comprising a summary of significant ac-
counting policies and other explanatory information.
ACCOUNTING OFFICER’S RESPONSIBILITY FOR THE FINANCIAL STATEMENTS
2. The accounting officer is responsible for the prepa-
ration and fair presentation of these financial state-
ments in accordance with Modified Cash Standard
(MCS) prescribed by the National Treasury and the
requirements of the Public Finance Management Act
of South Africa, 1999 (Act no. 1 of 1999) (PFMA),
and the Division of Revenue Act of South Africa,
2013 (Act no. 10 of 2014) (DoRA) and for such in-
ternal control as the accounting officer determines
is necessary to enable the preparation of financial
statements that are free from material misstatement,
whether due to fraud or error.
AUDITOR-GENERAL’S RESPONSIBILITY
3. My responsibility is to express an opinion on these
financial statements based on my audit. I conducted
my audit in accordance with International Standards
on Auditing. Those standards require that I comply
with ethical requirements, and plan and perform the
audit to obtain reasonable assurance about whether
the financial statements are free from material mis-
statement.
4. An audit involves performing procedures to obtain
audit evidence about the amounts and disclosures
in the financial statements. The procedures selected
depend on the auditor’s judgement, including the as-
sessment of the risks of material misstatement of the
financial statements, whether due to fraud or error. In
making those risk assessments, the auditor consid-
ers internal control relevant to the entity’s preparation
and fair presentation of the financial statements in
order to design audit procedures that are appropriate
in the circumstances, but not for the purpose of ex-
pressing an opinion on the effectiveness of the enti-
ty’s internal control. An audit also includes evaluating
the appropriateness of accounting policies used and
the reasonableness of accounting estimates made
by management, as well as evaluating the overall
presentation of the financial statements.
5. I believe that the audit evidence I have obtained is
sufficient and appropriate to provide a basis for my
audit opinion.
OPINION
6. In my opinion, the financial statements present fair-
ly, in all material respects, the financial position of
126
Department of Cooperative Governance Vote 03
the Department of Cooperative Governance as at
31 March 2015 and its financial performance and
cash flows for the year then ended, in accordance
with Modified Cash Standard prescribed by the Na-
tional Treasury and the requirements of the PFMA
and DoRA.
ADDITIONAL MATTER
7. I draw attention to the matter below. My opinion is
not modified in respect of this matter.
UNAUDITED SUPPLEMENTARY SCHEDULES
8. The supplementary information set out on pages
198 to 259 does not form part of the financial state-
ments and is presented as additional information. I
have not audited these schedules and, accordingly,
I do not express an opinion thereon
Report on other legal and regulatory requirements.9. In accordance with the Public Audit Act of South
Africa, 2004 (Act No. 25 of 2004) and the general
notice issued in terms thereof., I have a responsibil-
ity to report findings on the reported performance
information against predetermined objectives for
selected programmes presented in the annual per-
formance report, non-compliance with legislation
and internal control. The objective of my tests was
to identify reportable findings as described under
each subheading but not to gather evidence to
express assurance on these matters. Accordingly,
I do not express an opinion or conclusion on these
matters.
PREDETERMINED OBJECTIVES
10. I performed procedures to obtain evidence about
the usefulness and reliability of the reported per-
formance information for the following select-
ed programmes presented in the annual perfor-
mance report of the department for the year ended
31 March 2015:
§ Programme 1: Administration on pages 34 to 39;
§ Programme 2: Policy Research and Knowledge
Management on pages 40 to 44;
§ Programme 3: Governance and Intergovernmen-
tal Relations (G&IGR) on pages 45 to 51;
§ Programme 4: National Disaster Management
Centre (NDMC) on pages 52 to 58;
§ Programme 5: Provincial and Municipal Govern-
ment Support (PMGS) on pages 59 to 67; and
§ Programme 6: Infrastructure and Economic De-
velopment (Community Works Programme) on
pages 68 to 72.
11. I evaluated the reported performance information
against the overall criteria of usefulness and reliabil-
ity.
12. I evaluated the usefulness of the reported perfor-
mance information to determine whether it was
presented in accordance with the National Trea-
sury’s annual reporting principles and whether
the reported performance was consistent with the
planned programmes. I further performed tests to
determine whether indicators and targets were well
defined, verifiable, specific, measurable, time bound
and relevant, as required by the National Treasury’s
Framework for managing programme performance
information (FMPPI).
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13. I assessed the reliability of the reported perfor-
mance information to determine whether it was
valid, accurate and complete.
14. The material findings in respect of the selected pro-
grammes are as follows:
PROGRAMME 2: POLICY, RESEARCH AND KNOWLEDGE MANAGEMENT
Reliability of reported performance information
15. The FMPPI requires auditees to have appropriate
systems to collect, collate, verify and store perfor-
mance information to ensure valid, accurate and
complete reporting of actual achievements against
planned objectives, indicators and targets. Signifi-
cantly important targets which relate to the overall
mandate of the department were not reliable when
compared to the source information or evidence
provided. This was due to inadequate monitoring of
management of the completeness of source docu-
mentation in support of actual achievements.
PROGRAMME 3: GOVERNANCE AND INTERGOVERNMENTAL RELATIONS (G&IGR)
Reliability of reported performance information
16. The FMPPI requires auditees to have appropriate
systems to collect, collate, verify and store perfor-
mance information to ensure valid, accurate and
complete reporting of actual achievements against
planned objectives, indicators and targets. Signifi-
cantly important targets which relate to the overall
mandate of the department were not reliable when
compared to the source information or evidence
provided. This was due to inadequate monitoring of
management of the completeness of source docu-
mentation in support of actual achievements.
PROGRAMME 5: PROVINCIAL AND MUNICIPAL GOVERNMENT SUPPORT (PMGS)
Usefulness of reported performance information
Measurability of indicators and targets
17. The FMPPI requires the following:
§ Performance targets must be specific in clearly
identifying the nature and required level of per-
formance. A total of 29% (4/14) of the targets
were not specific.
§ Performance targets must be measurable. We
could not measure the required performance for
29% (4/14) of the targets.
18. This was due to the fact that management was
aware of the requirements of the FMPPI, but did not
strictly and adequately apply the principles due to
‘support’ not being clearly defined/described and a
technical indicator description not being adequate-
ly developed. Furthermore, management did not
follow through on prior year commitments made.
Reliability of reported performance information
19. The FMPPI requires auditees to have appropriate
systems to collect, collate, verify and store perfor-
mance information to ensure valid, accurate and
complete reporting of actual achievements against
planned objectives, indicators and targets. Signifi-
cantly important targets which relate to the overall
mandate of the department were not reliable when
compared to the source information or evidence
provided
Report of the Auditor-General to Parliament on vote 3: Department of Cooperative Governance and Traditional Affairs
128
Department of Cooperative Governance Vote 03
20. This was due to inadequate monitoring of manage-
ment of the completeness of source documentation in
support of actual achievements. In addition, there were
also inadequate technical indicator descriptions for the
accurate measurement, recording and monitoring of
performance for significantly important targets as the
required level performance for support to be rendered
was not specific.
PROGRAMME 6: INFRASTRUCTURE AND ECONOMIC DEVELOPMENT (COMMUNITY WORK PROGRAMME)
Reliability of reported of performance information
21. The FMPPI requires auditees to have appropriate sys-
tems to collect, collate, verify and store performance
information to ensure valid, accurate and complete
reporting of actual achievements against planned ob-
jectives, indicators and targets. Significantly important
targets were not reliable when compared to the source
information or evidence provided. This was due to a
lack of monitoring of the validity and completeness of
source documentation in support of actual achieve-
ments.
PROGRAMME 1: ADMINISTRATION
22. I did not identify any material findings on the usefulness
and reliability of the reported performance information
for Programme 1: Administration
PROGRAMME 4: NATIONAL DISASTER MANAGEMENT CENTRE
23. I did not identify any material findings on the usefulness
and reliability of the reported performance information
for Programme 4: National Disaster Management Centre.
ADDITIONAL MATTERS
24. I draw attention to the following matter:
ACHIEVEMENT OF PLANNED TARGETS
25. Refer to the annual performance report on page(s)
x to x and x to x for information on the achieve-
ment of the planned targets for the year. This
information should be considered in the context
of the qualified conclusions expressed on useful-
ness and reliability of the reported performance
information in paragraphs [x; x; x] of this report
Compliance with legislation
26. I performed procedures to obtain evidence that
the department had complied with applicable
legislation regarding financial matters, financial
management and other related matters. My find-
ings on material non-compliance with specific
matters in key legislation, as set out in the general
notice issued in terms of the PAA, are as follows:
ANNUAL FINANCIAL STATEMENTS, PERFORMANCE AND ANNUAL REPORTS
27. The financial statements submitted for auditing
were not prepared in accordance with the pre-
scribed financial reporting framework as required
by section 40(1)(b) of the PFMA.
28. Material misstatements of disclosure notes iden-
tified by the auditors in the submitted financial
statements were subsequently corrected, result-
ing in the financial statements receiving an un-
qualified audit opinion.
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PROCUREMENT AND CONTRACT MANAGEMENT
29. Contracts were awarded to bidders based on
points given for criteria that differed from those in
the original invitation for bidding, in contravention
of Treasury Regulations 16A6.3(a) and Preferen-
tial Procurement Regulations.
30. Goods and services with a transaction value be-
low R500 000 were procured without obtaining
the required price quotations, as required by
Treasury Regulation 16A6.1.
31. Goods services of a transaction of above
R500 000 were procured without inviting com-
petitive bids, as required by Treasury Regulation
16A6.1.
EXPENDITURE MANAGEMENT
32. Effective steps were not taken to prevent irregular
expenditure, as required by section 38(1)(c)(ii) of
the PFMA and TR 9.1.1.
33. Effective internal controls were not in place for
payment approval and processing, as required by
TR 8.1.1.
Internal control
34. I considered internal control relevant to my au-
dit of the financial statements, the annual per-
formance report and compliance with legislation.
The matters reported below are limited to the sig-
nificant internal control deficiencies that resulted
in the findings on the annual performance report
and the findings on non-compliance with legisla-
tion included in this report.
LEADERSHIP
35. The accounting officer and management did not
exercise adequate oversight responsibility regard-
ing financial and performance reporting and com-
pliance as well as related internal controls.
36. Management did not properly develop and ade-
quately monitor the implementation of appropriate
action plans to address internal control deficiencies
identified and communicated to management in
the prior year.
FINANCIAL AND PERFORMANCE MANAGEMENT
37. Management did not implement proper record
keeping in a timely manner to ensure that com-
plete, relevant and accurate information is accessi-
ble and available to support performance reporting.
38. Management did not properly implement adequate
controls over daily and monthly processing and rec-
onciling of transactions.
39. Management did not adequately prepare regular,
accurate and complete financial reports that are
supported and evidence by reliable information.
40. Management did not adequately review and mon-
itor compliance with applicable laws and regula-
tions relating supply chain management.
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Report of the Auditor-General to Parliament on vote 3: Department of Cooperative Governance and Traditional Affairs
Other reports
Investigations
41. A forensic investigation by an external service pro-
vider was initiated by the Department of Coopera-
tive Governance into fraud committed on services
procured through a central service provider. The
investigation was still ongoing at the date of this
report.
42. An investigation into the following allegations by
the SIU was proclaimed on 23 January 2014 by
the President:
§ The appointment of a service provider to provide
technical support and administrative services in
respect of the Ward Based Co-operatives Pro-
gramme of COGTA.
§ Payments that were made by the Department in
a manner that was allegedly not fair, competitive,
transparent, equitable or cost-effective; contrary
to, among other things, legislation and policies.
The SIU have concluded the fieldwork and a report will
be issued to the Presidency in terms of their mandate.
Disciplinary action is in progress at the date of this re-
port.
Pretoria
31 July 2015
131
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5.3 Annual Financial Statements for National Department of Cooperative Governance
For the year ended 31 March 2015
TABLE OF CONTENTS
Appropriation Statement 132
Notes to the Appropriation Statement 164
Statement of Financial Performance 167
Statement of Financial Position 169
Statement of Changes in Net Assets 171
Cash Flow Statement 172
Accounting policies 173
Notes to the Annual Financial Statements (including Accounting policies) 179
Annexures 198
132
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
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nce
Vo
te 0
3
Ap
pro
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ati
on
Sta
tem
en
t fo
r th
e y
ear
en
de
d 3
1 M
arch
20
15
Appr
opria
tion
per p
rogr
amm
e
2014
/15
2013
/14
Adju
sted
Ap
prop
riatio
nSh
iftin
g of
Fu
nds
Vire
men
tFi
nal
Appr
opria
tion
Actu
al
Expe
nditu
reVa
rianc
e
Expe
nditu
re
as %
of
final
ap
prop
riatio
n
Fina
l Ap
prop
riatio
nAc
tual
Ex
pend
iture
R’00
0R’
000
R’00
0R’
000
R’00
0R’
000
%R’
000
R’00
0
Pro
gram
me
Ad
min
istr
atio
n252 5
40
-(1
0 5
15)
242 0
25
241
628
397
99,8
%247
879
247
498
Polic
y, R
esea
rch
an
d K
now
led
ge
Man
agem
ent
21 1
19-
(868)
20 2
5118
471
1 7
80
91,2
%16
18
415
453
Gov
ern
ance
an
d In
terg
over
nm
enta
l R
elat
ion
s4
4 6
18 8
02
-(8
671
)4
4 6
10 1
3141
709 6
712 9
00 4
60
93,5
%40 7
25 4
99
39 0
80 2
14
Nat
ion
al D
isas
ter
Man
agem
ent
Cen
tre
807
759
-23 6
56
831
415
385 9
06
445 5
09
46,4
%69
4 4
39
423 8
59
Pro
vin
cial
an
d M
un
icip
al G
over
n-
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t S
yste
ms
288 0
08
-1 5
25
289 5
33
289 4
795
410
0,0
%291
872
291
872
Infr
astr
uct
ure
an
d E
con
omic
Dev
el-
opm
ent
17 3
49 7
93
-(5
127
)17
34
4 6
66
16 7
16 7
65
627
901
96,4
%16
371
332
16 2
30 9
74
Trad
itio
nal
Aff
airs
115 8
64
--
115 8
64
115 8
64
-10
0,0
%11
1 7
02
111 7
02
TOTA
L6
3 4
53
88
5-
-6
3 4
53
88
55
9 4
77 7
84
3 9
76 1
019
3,7
%5
8 4
58
907
56
401
572
133
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Ap
pro
pri
ati
on
Sta
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en
t fo
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ear
en
de
d 3
1 M
arch
20
15
2014
/15
2013
/14
Fina
l Ap
prop
riatio
nAc
tual
Ex
pend
iture
Fina
l Ap
prop
riatio
nAc
tual
Ex
pend
iture
TOTA
L (b
rou
ght
forw
ard
)
Rec
onci
liati
on w
ith
sta
tem
ent
of fi
nan
cial
per
form
ance
AD
D
Dep
artm
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l rec
eipt
s1
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F R
ecei
pts
Aid
ass
ista
nce
Act
ual
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er s
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men
t of
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tota
l re
ven
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63
45
5 8
01
58
46
0 1
27
AD
D
Aid
ass
ista
nce
1 5
98
Prio
r ye
ar u
naut
horis
ed e
xpen
ditu
re a
ppro
ved
with
out fu
ndin
g
Act
ual
am
oun
ts p
er s
tate
men
t of
fin
anci
al p
erfo
rman
ce (
tota
l ex
pen
dit
ure
) 5
9 4
77 7
84
56
40
3 1
70
134
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3 Appr
opria
tion
per e
cono
mic
cla
ssifi
catio
n
2014
/15
2013
/14
Adju
sted
Ap
prop
riatio
nSh
iftin
g of
Fu
nds
Vire
men
tFi
nal
Appr
opria
tion
Actu
al
Expe
nditu
reVa
rianc
eEx
pend
iture
as
% o
f fina
l ap
prop
riatio
n
Fina
l Ap
prop
riatio
nAc
tual
ex
pend
iture
R’00
0R’
000
R’00
0R’
000
R’00
0R’
000
%R’
000
R’00
0
Cu
rren
t p
aym
ents
2 6
89
79
0(8
301
)(3
573
)2
677
916
2 0
66
56
361
1 3
53
77,2
%2
12
5 1
02
2 1
13 9
17
Com
pen
sati
on o
f em
plo
yees
24
6 5
68
(4 2
31)
(2 9
43
)2
39
39
42
34
44
24
95
297
,9%
23
6 2
40
22
6 8
16
Sal
arie
s an
d w
ages
223 1
52
(2 4
77)
(4 2
75)
216 4
00
211 4
49
4 9
5197
,7%
214 7
23
205 1
13
Soc
ial c
ontr
ibut
ions
23 4
16(1
75
4)
1 3
32
22 9
94
22 9
93
110
0,0
%21
517
21 7
03
Goo
ds
and
ser
vice
s2
44
3 2
22
(4 0
70)
(63
0)
2 4
38
52
21
83
2 1
216
06
401
75
,1%
1 8
88
86
21
887
101
Adm
inis
trat
ive
fees
123
5 8
40
-5 9
63
5 9
63
-10
0,0
%482
481
Adv
ertis
ing
6 5
49
(3 1
03)
-3 4
46
2 4
7497
271
,8%
2 9
48
3 3
41
Min
or a
sset
s1 9
25
1 6
84
(39)
3 5
702 7
7279
877
,6%
1 0
781 1
67
Aud
it co
sts:
Ext
erna
l7 3
93
276
(798)
6 8
716 8
71-
100,0
%8 7
678 7
67
Bur
sarie
s: E
mpl
oyee
s1 2
07(2
70)
-937
937
-10
0,0
%500
500
Cat
erin
g: D
epar
tmen
tal a
ctiv
ities
6 0
82
(2 4
18)
-3 6
64
2 8
63
801
78,1
%6 1
95
6 2
24
Com
mun
icat
ion
(G&
S)
10 8
12(4
452)
(1)
6 3
59
5 8
31528
91,7
%9 4
118 8
82
Com
pute
r se
rvic
es69 3
26
(9 1
41)
794
60 9
7918
136
42 8
43
29,7
%21
93
421
836
Con
sulta
nts:
Bus
ines
s an
d ad
viso
ry
serv
ices
80 2
65
157 7
109 5
97247
572
239 9
00
7 6
7296,9
%36
4 7
1736
4 5
13
Infr
astr
uctu
re a
nd p
lann
ing
ser-
vice
s-
--
--
--
--
Labo
rato
ry s
ervi
ces
--
--
--
--
-
Sci
entifi
c an
d te
chno
logi
cal s
er-
vice
s-
--
--
--
--
Lega
l ser
vice
s5 0
05
1 1
52
-6 1
576 1
57-
100,0
%3 3
813 3
81
Con
trac
tors
1 6
67 1
03
(149 4
88)
(3 0
73)
1 5
14 5
42
1 3
60 7
6715
3 7
7589,8
%1 3
61 4
121 3
61 2
25
Age
ncy
and
supp
ort
/ ou
tsou
rced
se
rvic
es8 2
53
(4 7
74)
(2 2
21)
1 2
58
606
652
48,2
%71
571
5
Ente
rtai
nmen
t87
(85)
-2
-2
--
-
135
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
Flee
t se
rvic
es (
incl
udin
g go
vern
-m
ent m
otor
tra
nspo
rt)
51 9
61-
1 9
66
1 9
66
-10
0,0
%1 5
62
1 5
82
Hou
sing
--
--
--
--
-
Inve
ntor
y: C
loth
ing
mat
eria
l and
ac
cess
orie
s-
22 4
86
-22 4
86
22 4
86
-10
0,0
%-
-
Inve
ntor
y: F
arm
ing
supp
lies
--
--
--
--
-
Inve
ntor
y: F
ood
and
food
sup
plie
s10
(9)
-1
1-
100,0
%-
-
Inve
ntor
y: F
uel,
oil a
nd g
as8
447
-13
112
110
92,4
%15
15
Inve
ntor
y: L
earn
er a
nd t
each
er
supp
ort
mat
eria
l12
(9)
-3
3-
100,0
%37
937
9
Inve
ntor
y: M
ater
ials
and
sup
plie
s460 0
26
(53 0
86)
106
407
046
28 2
49
378 7
976,9
%11
811
8
Inve
ntor
y: M
edic
al s
uppl
ies
8(8
)-
--
--
--
Inve
ntor
y: M
edic
ine
--
--
--
--
-
Med
sas
inve
ntor
y in
terf
ace
--
--
--
--
-
Inve
ntor
y: O
ther
sup
plie
s1 0
57(7
83)
-27
4-
274
--
-
Con
sum
able
sup
plie
s-
3 9
46
616
4 5
62
4 5
58
499,9
%308
313
Con
sum
able
: Sta
tione
ry, p
rintin
g an
d of
fice
supp
lies
19 6
35
(1 6
07)
(1 9
41)
16 0
876 5
719 5
1640,8
%6 3
746 3
73
Ope
ratin
g le
ases
7 8
7229 5
65
-37
437
35 8
131 6
24
95,7
%38 6
68
38 6
44
Prop
erty
pay
men
ts41
335
(26 6
99)
-14
636
14 6
36
-10
0,0
%9 1
38
9 1
38
Tran
spor
t pr
ovid
ed: D
epar
tmen
tal
activ
ity295
(295)
--
--
-1 7
98
1 7
98
Trav
el a
nd s
ubsi
sten
ce35 5
04
3 0
94
(2 1
76)
36 4
22
29 2
95
7 1
2780,4
%3
4 7
98
33 5
63
Trai
ning
and
dev
elop
men
t4 7
30
26 4
57-
31 1
8731
169
1899,9
%3 5
153 5
15
Ope
ratin
g pa
ymen
ts1 5
93
601
-2 1
94
1 8
03
391
82,2
%2 2
30
2 2
19
Venu
es a
nd f
acili
ties
6 9
26
(2 6
62)
(1 4
94)
2 7
702 1
73597
78,4
%8 4
02
8 3
95
Ren
tal a
nd h
iring
--
--
--
-17
17
Inte
rest
and
ren
t on
land
--
--
--
--
-
Inte
rest
(In
cl. i
nter
est
on u
nita
ry
paym
ents
(PP
P))
--
--
--
--
-
Ren
t on
land
--
--
--
--
-
Tran
sfer
s an
d s
ub
sid
ies
60
75
5 3
98
38
8-
60
75
5 7
86
57 3
93
04
63
36
2 7
40
94
,5%
56
318
191
54
272
478
136
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
Prov
ince
s an
d m
unic
ipal
ities
60 2
61 6
51(4
2)
-60 2
61 6
09
56 9
01 2
763 3
60 3
33
94,4
%55 8
42 8
0753 8
11 7
09
Prov
ince
s19
7 3
7219
-19
7 3
9119
197 3
720,0
%19
19
Prov
inci
al R
even
ue F
unds
197 3
7219
-19
7 3
9119
197 3
720,0
%19
19
Prov
inci
al a
genc
ies
and
fund
s-
--
--
--
--
Mun
icip
aliti
es60 0
64 2
79(6
1)-
60 0
64 2
1856 9
01 2
573 1
62 9
619
4,7
%55 8
42 7
88
53 8
11 6
90
Mun
icip
al b
ank
acco
unts
60 0
64 2
79(6
1)-
60 0
64 2
1856 9
01 2
573 1
62 9
619
4,7
%55 8
42 7
88
53 8
11 6
90
Mun
icip
al a
genc
ies
and
fund
s-
--
--
--
--
Dep
artm
enta
l age
ncie
s an
d ac
coun
ts481
822
73-
481
895
481
895
-10
0,0
%4
41 8
93
441
648
Soc
ial s
ecur
ity f
unds
--
--
--
--
-
Dep
artm
enta
l age
ncie
s (n
on-b
usin
ess
entit
ies)
481
822
73-
481
895
481
895
-10
0,0
%4
41 8
93
441
648
Hig
her
educ
atio
n in
stitu
tions
--
--
--
--
-
Fore
ign
gove
rnm
ents
and
inte
rnat
ion-
al o
rgan
isat
ions
260
--
260
238
22
91,5
%400
400
Non
-pro
fit in
stitu
tions
11 6
65
--
11 6
65
9 2
80
2 3
85
79,6
%17
117
13 8
88
Hou
seho
lds
-357
-357
357
-10
0,0
%15
974
4 8
33
Soc
ial b
enefi
ts-
290
-290
290
-10
0,0
%95
495
4
Oth
er t
rans
fers
to
hous
ehol
ds-
67-
6767
-10
0,0
%15
020
3 8
79
Pay
men
ts f
or c
apit
al a
sset
s8
697
7 8
23
3 4
00
19 9
20
17 9
122
00
88
9,9
%14
814
14 7
59
Bui
ldin
gs a
nd o
ther
fixe
d st
ruct
ures
--
--
--
--
-
Bui
ldin
gs-
--
--
--
--
Oth
er fi
xed
stru
ctur
es-
--
--
--
--
Mac
hine
ry a
nd e
quip
men
t7 6
978 7
82
3 3
03
19 7
82
17 7
742 0
08
89,8
%14
814
14 7
59
Tran
spor
t eq
uipm
ent
1 0
00
(1 0
00)
361
361
361
-10
0,0
%1 7
53
1 7
53
Oth
er m
achi
nery
and
equ
ipm
ent
6 6
979 7
82
2 9
42
19 4
2117
413
2 0
08
89,7
%13
061
13 0
06
Her
itage
ass
ets
-41
9713
813
8-
100,0
%-
-
Spe
cial
ised
mili
tary
ass
ets
--
--
--
--
-
Bio
logi
cal a
sset
s-
--
--
--
--
Land
and
sub
-soi
l ass
ets
--
--
--
--
-
Sof
twar
e an
d ot
her
inta
ngib
le a
sset
s1 0
00
(1 0
00)
--
--
--
-
Pay
men
t fo
r fi
nan
cial
ass
ets
-9
017
32
63
26
3-
100
,0%
80
041
8
TOTA
L6
3 4
53
88
5-
-6
3 4
53
88
55
9 4
77 7
84
3 9
76 1
019
3,7
%5
8 4
58
907
56
401
572
137
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
Prog
ram
me
1: A
DMIN
ISTR
ATIO
N
2014
/15
2013
/14
Adju
sted
Ap
prop
riatio
nSh
iftin
g of
Fu
nds
Vire
men
tFi
nal
Appr
opria
tion
Actu
al
Expe
nditu
reVa
rianc
eEx
pend
iture
as
% o
f fina
l ap
prop
riatio
n
Fina
l Ap
prop
riatio
nAc
tual
ex
pend
iture
R’00
0R’
000
R’00
0R’
000
R’00
0R’
000
%R’
000
R’00
0
Su
b p
rogr
amm
e
1. M
inis
try
30 9
68
2 3
37
-
33 3
05
33 3
05
-
100,0
% 3
6 7
35
36 7
35
2.
Man
agem
ent
20 1
16
(2 4
20)
(1 0
23)
16 6
73
16 6
68
5
100,0
% 1
5 6
86
15 7
41
3.
Chi
ef O
pera
ting
Offi
cer
19 8
38
(2 5
31)
(5 1
26)
12 1
81
11 9
05
276
97
,7%
11 8
02
11 8
02
4.
Cor
pora
te S
ervi
ces
82 2
90
3 1
86
-
85 4
76
85 3
60
116
99,9
% 8
0 6
95
80 6
41
5.
Fina
ncia
l Ser
vice
s 2
9 0
27
(5 8
30)
(1 1
84)
22 0
13
22 0
13
-
100,0
% 2
7 4
12
27 0
30
6.
Com
mun
icat
ion
and
Liai
son
14 1
55
(3 5
13)
(1 3
21)
9 3
21
9 3
21
-
100,0
% 1
5 7
43
15 7
43
7.
Legi
slat
ive
Rev
iew
and
Dra
ftin
g 1
1 4
83
(369)
16
11 1
30
11 1
30
-
100,0
% 6
56
4
6 5
64
8.
Inte
rnal
Aud
it an
d R
isk
Man
agem
ent
10 6
30
(13
4)
(1 8
77)
8 6
19
8 6
19
-
100,0
% 8
743
8 7
43
9.
Offi
ce A
ccom
odat
ion
34 0
33
9 2
74
-
43 3
07
43 3
07
-
100,0
% 4
4 4
99
44 4
99
Tota
l for
su
b p
rogr
amm
es 2
52
54
0
-
(10
515
) 2
42
02
5
241
62
8
397
9
9,8
% 2
47 8
79
247
49
8
Econ
omic
cla
ssifi
cati
on
Cu
rren
t p
aym
ents
24
5 6
98
(
5 3
99
) (1
0 6
88
) 2
29
611
2
29
24
8
36
3
99
,8%
23
6 5
51
23
6 6
07
Com
pen
sati
on o
f em
plo
yees
114
96
5
(2
00
) 2
02
6
116
791
1
16 7
91
-
100
,0%
113
13
9
113
957
Sal
arie
s an
d w
ages
105 0
30
(235)
60
4
105 3
99
105 3
99
-
100,0
% 1
02 6
44
103 2
71
Soc
ial c
ontr
ibut
ions
9 9
35
35
1 4
22
11 3
92
11 3
92
-
100,0
% 1
0 4
95
10 6
86
Goo
ds
and
ser
vice
s 1
30
73
3
(5
19
9)
(12
714
) 1
12 8
20
1
12 4
57
36
3
99
,7%
12
3 4
12
12
2 6
50
Adm
inis
trat
ive
fees
120
(74)
-
46
46
-
100,0
% 6
0
59
Adv
ertis
ing
4 4
54
(2 9
03)
-
1 5
51
1 5
51
-
100,0
% 2
463
2 8
56
Min
or a
sset
s 6
26
692
-
1 3
18
1 3
18
-
100,0
% 8
04
893
Aud
it co
sts:
Ext
erna
l 7
393
(2 9
93)
(798)
3 6
02
3 6
02
-
100,0
% 8
767
8
767
Bur
sarie
s: E
mpl
oyee
s 1
207
(
270)
-
937
9
37
-
100,0
% -
-
Cat
erin
g: D
epar
tmen
tal a
ctiv
ities
1 8
80
(776
) -
1
10
4
1 1
04
-
100,0
% 3
525
3 5
54
138
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
Com
mun
icat
ion
(G&
S)
7 8
88
(4 1
31)
(59)
3 6
98
3 6
19
79
97,9
% 7
349
6 9
61
Com
pute
r se
rvic
es 1
1 2
04
3 2
25
-
14 4
29
14 4
29
-
100,0
% 1
4 3
01
14 3
01
Con
sulta
nts:
Bus
ines
s an
d ad
viso
ry
serv
ices
9 0
61
2 6
11
(5 7
32)
5 9
40
5 9
40
-
100,0
% 7
50
4
7 5
04
Infr
astr
uctu
re a
nd p
lann
ing
serv
ices
-
-
-
-
-
-
-
-
-
Labo
rato
ry s
ervi
ces
-
-
-
-
-
-
-
-
-
Sci
entifi
c an
d te
chno
logi
cal s
ervi
ces
-
-
-
-
-
-
-
-
-
Lega
l ser
vice
s 5
005
1 1
52
-
6 1
57
6 1
57
-
100,0
% 3
367
3
367
Con
trac
tors
4 7
97
1 3
19
(2 0
00)
4 1
16
4 1
16
-
100,0
% 2
010
2
010
Age
ncy
and
supp
ort
/ ou
tsou
rced
ser
-vi
ces
5 5
22
(3 6
42)
(1 8
77)
3
3
-
100,0
% 4
4
Ente
rtai
nmen
t 5
3
(53)
-
-
-
-
-
-
-
Flee
t se
rvic
es (
incl
udin
g go
vern
men
t m
otor
tra
nspo
rt)
-
1 8
52
-
1 8
52
1 8
52
-
100,0
% 1
430
1 4
51
Hou
sing
-
-
-
-
-
-
-
-
-
Inve
ntor
y: C
loth
ing
mat
eria
l and
acc
es-
sorie
s -
-
-
-
-
-
-
-
-
Inve
ntor
y: F
arm
ing
supp
lies
-
-
-
-
-
-
-
-
-
Inve
ntor
y: F
ood
and
food
sup
plie
s -
1
-
1
1
-
10
0,0
% -
-
Inve
ntor
y: F
uel,
oil a
nd g
as 8
4
37
-
121
1
11
10
91,7
% 5
5
Inve
ntor
y: L
earn
er a
nd t
each
er s
uppo
rt
mat
eria
l 1
2
(9)
-
3
3
-
100,0
% 3
43
343
Inve
ntor
y: M
ater
ials
and
sup
plie
s 2
4
(12)
-
12
12
-
100,0
% 1
4
14
Inve
ntor
y: M
edic
al s
uppl
ies
8
(8)
-
-
-
-
-
-
-
Inve
ntor
y: M
edic
ine
-
-
-
-
-
-
-
-
-
Med
sas
inve
ntor
y in
terf
ace
-
-
-
-
-
-
-
-
-
Inve
ntor
y: O
ther
sup
plie
s 3
04
(30
4)
-
-
-
-
-
-
-
Con
sum
able
sup
plie
s -
1
990
-
1 9
90
1 9
86
4
99,8
% 2
07
212
Con
sum
able
: Sta
tione
ry, p
rintin
g an
d of
fice
supp
lies
5 7
33
(1 0
89)
(1 3
95)
3 2
49
3 2
49
-
100,0
% 3
095
3 1
92
Ope
ratin
g le
ases
4 0
00
27 6
20
-
31 6
20
31 6
20
-
100,0
% 3
8 3
86
38 3
62
Prop
erty
pay
men
ts 4
1 3
35
(26 7
04)
-
14 6
31
14 6
31
-
100,0
% 9
028
9 0
28
Tran
spor
t pr
ovid
ed: D
epar
tmen
tal a
ctiv
ity 2
95
(295)
-
-
-
-
-
1 7
98
1 7
98
Trav
el a
nd s
ubsi
sten
ce 1
3 3
86
1 1
61
(853)
13 6
94
13 4
25
269
98,0
% 1
4 6
78
13 7
14
139
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
Trai
ning
and
dev
elop
men
t 3
324
(2 8
87)
-
437
4
37
-
100,0
% 7
82
781
Ope
ratin
g pa
ymen
ts 1
037
5
3
-
1 0
90
1 0
89
1
99,9
% 1
128
1 1
17
Venu
es a
nd f
acili
ties
1 9
81
(762)
-
1 2
19
1 2
19
-
100,0
% 2
347
2
340
Ren
tal a
nd h
iring
-
-
-
-
-
-
-
17
17
Inte
rest
and
ren
t on
land
-
-
-
-
-
-
-
-
-
Inte
rest
(In
cl. i
nter
est
on u
nita
ry p
ay-
men
ts (
PPP)
) -
-
-
-
-
-
-
-
-
Ren
t on
land
-
-
-
-
-
-
-
-
-
Tran
sfer
s an
d s
ub
sid
ies
76
2
271
-
1
03
3
99
9
34
9
6,7
% 9
93
9
93
Prov
ince
s an
d m
unic
ipal
ities
100
(42)
-
58
24
34
41,4
% 1
9
19
Prov
ince
s -
1
9
-
19
19
-
100,0
% 1
9
19
Prov
inci
al R
even
ue F
unds
-
19
-
19
19
-
100,0
% 1
9
19
Prov
inci
al a
genc
ies
and
fund
s -
-
-
-
-
-
-
-
-
Mun
icip
aliti
es 1
00
(61
) -
3
9
5
34
12,8
% -
-
Mun
icip
al b
ank
acco
unts
100
(61
) -
3
9
5
34
12,8
% -
-
Mun
icip
al a
genc
ies
and
fund
s -
-
-
-
-
-
-
-
-
Dep
artm
enta
l age
ncie
s an
d ac
coun
ts 6
62
73
-
735
735
-
100,0
% -
-
Soc
ial s
ecur
ity f
unds
-
-
-
-
-
-
-
-
-
Dep
artm
enta
l age
ncie
s (n
on-b
usin
ess
entit
ies)
662
73
-
735
735
-
100,0
% -
-
Hou
seho
lds
-
240
-
240
240
-
100,0
% 9
74
974
Soc
ial b
enefi
ts -
2
22
-
222
222
-
100,0
% 9
54
95
4
Oth
er tra
nsfe
rs t
o ho
useh
olds
-
18
-
18
18
-
100,0
% 2
0
20
Pay
men
ts f
or c
apit
al a
sset
s 6
08
0
5 0
38
-
1
1 1
18
11
118
-
10
0,0
% 9
53
5
9 4
80
Bui
ldin
gs a
nd o
ther
fixe
d st
ruct
ures
-
-
-
-
-
-
-
-
-
Bui
ldin
gs -
-
-
-
-
-
-
-
-
Oth
er fi
xed
stru
ctur
es -
-
-
-
-
-
-
-
-
Mac
hine
ry a
nd e
quip
men
t 5
080
6 0
38
-
11 1
18
11 1
18
-
100,0
% 9
535
9 4
80
Tran
spor
t eq
uipm
ent
1 0
00
(1 0
00)
361
3
61
361
-
10
0,0
% 1
753
1 7
53
Oth
er m
achi
nery
and
equ
ipm
ent
4 0
80
7 0
38
(361
) 1
0 7
57
10 7
57
-
100,0
% 7
782
7 7
27
Sof
twar
e an
d ot
her
inta
ngib
le a
sset
s 1
000
(1 0
00)
-
-
-
-
-
-
-
Pay
men
t fo
r fi
nan
cial
ass
ets
-
90
1
73
26
3
26
3
-
100
,0%
80
0
418
TOTA
L 2
52
54
0
-
(10
515
) 2
42
02
5
241
62
8
397
9
9,8
% 2
47 8
79
247
49
8
140
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
Prog
ram
me
2: P
OLIC
Y,RE
SEAR
CH A
ND
KNOW
LEDG
E M
ANAG
EMEN
T
2014
/15
2013
/14
Adju
sted
Ap
prop
riatio
nSh
iftin
g of
Fu
nds
Vire
men
tFi
nal
Appr
opria
tion
Actu
al
Expe
nditu
reVa
rianc
eEx
pend
iture
as
% o
f fina
l ap
prop
riatio
n
Fina
l Ap
prop
riatio
nAc
tual
ex
pend
iture
R’00
0R’
000
R’00
0R’
000
R’00
0R’
000
%R’
000
R’00
0
Su
b p
rogr
amm
e
1. M
anag
emen
t: R
esea
rch
and
Polic
y4 2
50
(99)
-4 1
513 4
04
747
82.0
%3 0
38
3 0
38
2..
Polic
y an
d R
esea
rch
Met
hods
7 1
46
646
-7 7
92
6 7
59
1 0
33
86.7
%5 8
575 8
37
3. K
now
ledg
e an
d In
form
atio
n
Man
agem
ent
9 7
23
(547
)(8
68)
8 3
08
8 3
08
-10
0.0
%7 2
89
6 5
78
Tota
l for
su
b p
rogr
amm
es21
119
-(8
68
)2
0 2
5118
471
1 7
80
91.2
%16
18
415
45
3
Econ
omic
cla
ssifi
cati
on
Cu
rren
t p
aym
ents
21 1
19-
(96
8)
20
151
18 3
711
78
091
,2%
16 1
30
15 3
99
Com
pen
sati
on o
f em
plo
yees
11 1
94
-73
711
931
11 9
31-
100
,0%
10 6
1310
49
5
Sal
arie
s an
d w
ages
10 3
72(4
99)
737
10 6
1010
610
-10
0,0
%9 4
379 3
19
Soc
ial c
ontr
ibut
ions
822
499
-1 3
211 3
21-
100,0
%1 1
761 1
76
Goo
ds
and
ser
vice
s9
92
5-
(1 7
05
)8
22
06
44
01
78
078
,3%
5 5
174
90
4
Adm
inis
trat
ive
fees
-1
-1
1-
100,0
%1
1
Adv
ertis
ing
336
(314
)-
22
-22
-1
1
Min
or a
sset
s11
6(5
2)
-6
448
1675
,0%
66
Aud
it co
sts:
Ext
erna
l-
--
--
--
--
Bur
sarie
s: E
mpl
oyee
s-
--
--
--
--
Cat
erin
g: D
epar
tmen
tal a
ctiv
ities
510
(309)
-201
5115
025,4
%87
87
Com
mun
icat
ion
(G&
S)
185
169
-35
4339
1595,8
%367
226
Com
pute
r se
rvic
es97
5(5
87)
-388
388
-10
0,0
%51
51
Con
sulta
nts:
Bus
ines
s an
d ad
viso
ry
serv
ices
3 5
781 6
33
(1 6
90)
3 5
213 5
21-
100,0
%2 5
25
2 3
21
Con
trac
tors
50
(45)
-5
5-
100,0
%22
22
Age
ncy
and
supp
ort /
out
sour
ced
serv
ices
1 2
04
(552)
-652
-652
--
-
141
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
Ente
rtai
nmen
t16
(14)
-2
-2
--
-
Flee
t se
rvic
es (
incl
udin
g go
vern
men
t m
otor
tra
nspo
rt)
-2
-2
2-
100,0
%19
19
Inve
ntor
y: L
earn
er a
nd t
each
er s
uppo
rt
mat
eria
l-
--
--
--
36
36
Inve
ntor
y: O
ther
sup
plie
s4
--
4-
4-
--
Con
sum
able
sup
plie
s-
5-
55
-10
0,0
%-
-
Con
sum
able
: Sta
tione
ry, p
rintin
g an
d of
fice
supp
lies
510
852
-1 3
62
1 3
611
99,9
%868
800
Ope
ratin
g le
ases
54
16-
7070
-10
0,0
%11
811
8
Prop
erty
pay
men
ts-
--
--
--
--
Tran
spor
t pr
ovid
ed: D
epar
tmen
tal a
ctiv
ity-
--
--
--
--
Trav
el a
nd s
ubsi
sten
ce1 4
12(3
43)
(15)
1 0
54
54
451
051
,6%
1 0
25
825
Trai
ning
and
dev
elop
men
t13
6(1
18)
-18
-18
-86
86
Ope
ratin
g pa
ymen
ts451
(11)
-4
40
50
390
11,4
%202
202
Venu
es a
nd f
acili
ties
388
(333)
-55
55
-10
0,0
%10
310
3
Ren
tal a
nd h
iring
--
--
--
--
-
Inte
rest
and
ren
t on
land
--
--
--
--
-
Inte
rest
(In
cl. i
nter
est
on u
nita
ry p
ay-
men
ts (
PPP)
)-
--
--
--
--
Tran
sfer
s an
d s
ub
sid
ies
--
--
--
--
-
Soc
ial b
enefi
ts-
--
--
--
--
Oth
er tra
nsfe
rs t
o ho
useh
olds
--
--
--
--
-
Pay
men
ts f
or c
apit
al a
sset
s-
-10
010
010
0-
100
,0%
54
54
Bui
ldin
gs a
nd o
ther
fixe
d st
ruct
ures
--
--
--
--
-
Bui
ldin
gs-
--
--
--
--
Oth
er fi
xed
stru
ctur
es-
--
--
--
--
Mac
hine
ry a
nd e
quip
men
t-
-10
010
010
0-
100,0
%5
45
4
Tran
spor
t eq
uipm
ent
--
--
--
--
-
Oth
er m
achi
nery
and
equ
ipm
ent
--
100
100
100
-10
0,0
%5
45
4
Her
itage
ass
ets
--
--
--
--
-
TOTA
L21
119
-(8
68
)2
0 2
5118
471
1 7
80
91,2
%16
18
415
45
3
142
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
Prog
ram
me
3: G
OVER
NAN
CE A
ND
INTE
RGOV
ERN
MEN
TAL
RELA
TION
S
2014
/15
2013
/14
Adju
sted
Ap
prop
riatio
nSh
iftin
g of
Fu
nds
Vire
men
tFi
nal
Appr
opria
tion
Actu
al
Expe
nditu
reVa
rianc
eEx
pend
iture
as
% o
f fina
l ap
prop
riatio
n
Fina
l Ap
prop
riatio
nAc
tual
ex
pend
iture
R’00
0R’
000
R’00
0R’
000
R’00
0R’
000
%R’
000
R’00
0
Su
b p
rogr
amm
e
1. M
anag
emen
t:Gov
erna
nce
16 5
49
1 7
15
(2 7
98)
15 4
66
15 4
66
-
100,0
% 9
800
9 7
99
2.
Inte
rnat
iona
l Rel
atio
ns
Coo
rdin
atio
n 9
915
(
489)
(3 1
07)
6 3
19
6 3
19
-
100,0
% 4
986
4 9
86
3.
Inte
rgov
ernm
enta
l Fis
cal R
elat
ions
13 1
02
525
(1 2
02)
12 4
25
12 4
25
-
100,0
% 2
6 8
58
15 6
29
4.
Gov
erna
nce
and
Publ
ic
Part
icip
atio
n 6
292
(1 7
51)
(1 5
64)
2 9
77
2 9
77
-
100,0
% 3
577
3
509
5.
Sou
th A
fric
an L
ocal
Gov
ernm
ent
Ass
ocia
tion
26 9
04
-
-
26 9
04
26 9
04
-
100,0
% 2
5 9
99
25 9
99
6.
Mun
icip
al D
emar
catio
n B
oard
44 2
30
-
-
44 2
30
44 2
30
-
100,0
% 4
2 1
52
42 1
52
7.
Sou
th A
fric
an C
ities
Net
wor
k 6
071
-
-
6
071
6
071
-
10
0,0
% 1
3 9
09
13 8
88
8.
Uni
ted
Citi
es a
nd L
ocal
G
over
nmen
t of
Afr
ica
5 5
94
-
-
5 5
94
3 2
09
2 3
85
57,4
% 3
208
-
9.
Loca
l Gov
ernm
ent
Equi
tabl
e Sha
re 4
4 4
90 1
45
-
-
44 4
90 1
45
41 5
92 0
70
2 8
98 0
75
93,5
% 4
0 5
95 0
10
38 9
64 2
52
Tota
l for
su
b p
rogr
amm
es 4
4 6
18 8
02
-
(
8 6
71)
44
610
131
4
1 7
09
671
2
90
0 4
60
9
3,5
%4
0 7
25
49
9
39
08
0 2
14
Econ
omic
cla
ssifi
cati
on
Cu
rren
t p
aym
ents
45
83
8
(4
9)
(8
672
) 3
7 1
17
37
117
-
10
0,0
% 3
0 1
78
30
021
Com
pen
sati
on o
f em
plo
yees
25
68
4
(4
9)
(1 2
74)
24
361
2
4 3
61
-
100
,0%
22
251
2
2 1
42
Sal
arie
s an
d w
ages
21 9
13
1 1
69
(1 2
13)
21 8
69
21 8
69
-
100,0
% 1
9 9
83
19 8
74
Soc
ial c
ontr
ibut
ions
3 7
71
(1 2
18)
(61
) 2
492
2 4
92
-
100,0
% 2
268
2 2
68
143
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
Goo
ds
and
ser
vice
s 2
0 1
54
-
(7
39
8)
12
75
6
12
75
6
-
100
,0%
7 9
27
7 8
79
Adm
inis
trat
ive
fees
-
-
-
-
-
-
-
-
-
Adv
ertis
ing
32
(27
) -
5
5
-
10
0,0
% 1
6
16
Min
or a
sset
s 3
5
(28)
-
7
7
-
100,0
% 9
6
96
Aud
it co
sts:
Ext
erna
l -
-
-
-
-
-
-
-
-
Bur
sarie
s: E
mpl
oyee
s -
-
-
-
-
-
-
-
-
Cat
erin
g: D
epar
tmen
tal a
ctiv
ities
1 1
42
(997
) -
1
45
145
-
100,0
% 2
32
232
Com
mun
icat
ion
(G&
S)
462
(121
) -
3
41
341
-
10
0,0
% 3
00
300
Com
pute
r se
rvic
es 3
39
(339)
-
-
-
-
-
-
-
Con
sulta
nts:
Bus
ines
s an
d ad
viso
ry
serv
ices
7 8
68
2 4
47
(2 0
20)
8 2
95
8 2
95
-
100,0
% 1
811
1
811
Infr
astr
uctu
re a
nd p
lann
ing
serv
ices
-
-
-
-
-
-
-
-
-
Labo
rato
ry s
ervi
ces
-
-
-
-
-
-
-
-
-
Sci
entifi
c an
d te
chno
logi
cal s
ervi
ces
-
-
-
-
-
-
-
-
-
Lega
l ser
vice
s -
-
-
-
-
-
-
-
-
Con
trac
tors
1 1
50
(50)
(1 1
00)
-
-
-
-
15
15
Age
ncy
and
supp
ort
/ ou
tsou
rced
se
rvic
es 6
65
(321
) (
34
4)
-
-
-
-
-
-
Ente
rtai
nmen
t 5
(
5)
-
-
-
-
-
-
-
Flee
t se
rvic
es (
incl
udin
g go
vern
men
t m
otor
tra
nspo
rt)
-
11
-
11
11
-
100,0
% 8
8
Hou
sing
-
-
-
-
-
-
-
-
-
Inve
ntor
y: C
loth
ing
mat
eria
l and
ac
cess
orie
s -
-
-
-
-
-
-
-
-
Inve
ntor
y: F
arm
ing
supp
lies
-
-
-
-
-
-
-
-
-
Inve
ntor
y: F
ood
and
food
sup
plie
s -
-
-
-
-
-
-
-
-
Inve
ntor
y: F
uel,
oil a
nd g
as -
1
-
1
1
-
10
0,0
% -
-
Inve
ntor
y: L
earn
er a
nd t
each
er s
up-
port
mat
eria
l -
-
-
-
-
-
-
-
-
Inve
ntor
y: M
ater
ials
and
sup
plie
s 2
(
2)
-
-
-
-
-
2
2
144
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
Inve
ntor
y: M
edic
al s
uppl
ies
-
-
-
-
-
-
-
-
-
Inve
ntor
y: M
edic
ine
-
-
-
-
-
-
-
-
-
Med
sas
inve
ntor
y in
terf
ace
-
-
-
-
-
-
-
-
-
Inve
ntor
y: O
ther
sup
plie
s 3
2
(32)
-
-
-
-
-
-
-
Con
sum
able
sup
plie
s -
1
0
-
10
10
-
100,0
% 6
6
Con
sum
able
: Sta
tione
ry, p
rintin
g an
d of
fice
supp
lies
1 2
80
(100)
(4
41)
739
739
-
100,0
% 4
98
498
Ope
ratin
g le
ases
402
(402)
-
-
-
-
-
-
-
Prop
erty
pay
men
ts -
-
-
-
-
-
-
-
-
Tran
spor
t pr
ovid
ed: D
epar
tmen
tal
activ
ity -
-
-
-
-
-
-
-
-
Trav
el a
nd s
ubsi
sten
ce 4
039
796
(1 9
99)
2 8
36
2 8
36
-
100,0
% 2
803
2 7
55
Trai
ning
and
dev
elop
men
t 2
04
13
4
-
338
338
-
100,0
% 1
251
1
251
Ope
ratin
g pa
ymen
ts 5
5
(53)
-
2
2
-
100,0
% 9
9
Venu
es a
nd f
acili
ties
2 4
42
(922)
(1 4
94)
26
26
-
100,0
% 8
80
880
Ren
tal a
nd h
iring
-
-
-
-
-
-
-
-
-
Inte
rest
and
ren
t on
land
-
-
-
-
-
-
-
-
-
Inte
rest
(In
cl. i
nter
est
on u
nita
ry p
ay-
men
ts (
PPP)
) -
-
-
-
-
-
-
-
-
Ren
t on
land
-
-
-
-
-
-
-
-
-
Tran
sfer
s an
d s
ub
sid
ies
44
572
94
4
49
-
4
4 5
72 9
93
4
1 6
72 5
33
2
90
0 4
60
9
3,5
% 4
0 6
95
278
3
9 0
50
15
0
Prov
ince
s an
d m
unic
ipal
ities
44 4
90 1
45
-
-
44 4
90 1
45
41 5
92 0
70
2 8
98 0
75
93,5
% 4
0 5
95 0
10
38 9
64 2
52
Prov
ince
s -
-
-
-
-
-
-
-
-
Prov
inci
al R
even
ue F
unds
-
-
-
-
-
-
-
-
-
Prov
inci
al a
genc
ies
and
fund
s -
-
-
-
-
-
-
-
-
Mun
icip
aliti
es 4
4 4
90 1
45
-
-
44 4
90 1
45
41 5
92 0
70
2 8
98 0
75
93,5
% 4
0 5
95 0
10
38 9
64 2
52
Mun
icip
al b
ank
acco
unts
44 4
90 1
45
-
-
44 4
90 1
45
41 5
92 0
70
2 8
98 0
75
93,5
% 4
0 5
95 0
10
38 9
64 2
52
Mun
icip
al a
genc
ies
and
fund
s -
-
-
-
-
-
-
-
-
145
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
Dep
artm
enta
l age
ncie
s an
d ac
coun
ts 7
1 1
34
-
-
71 1
34
71 1
34
-
100,0
% 6
8 1
51
68 1
51
Soc
ial s
ecur
ity f
unds
-
-
-
-
-
-
-
-
-
Dep
artm
enta
l age
ncie
s (n
on-b
usi-
ness
ent
ities
) 7
1 1
34
-
-
71 1
34
71 1
34
-
100,0
% 6
8 1
51
68 1
51
Non
-pro
fit in
stitu
tions
11 6
65
-
-
11 6
65
9 2
80
2 3
85
79,6
% 1
7 1
17
13 8
88
Hou
seho
lds
-
49
-
49
49
-
100,0
% 1
5 0
00
3 8
59
Soc
ial b
enefi
ts -
-
-
-
-
-
-
-
-
Oth
er tra
nsfe
rs t
o ho
useh
olds
-
49
-
49
49
-
100,0
% 1
5 0
00
3 8
59
Pay
men
ts f
or c
apit
al a
sset
s 2
0
-
1
21
2
1
-
100
,0%
43
4
3
Bui
ldin
gs a
nd o
ther
fixe
d st
ruct
ures
-
-
-
-
-
-
-
-
-
Bui
ldin
gs -
-
-
-
-
-
-
-
-
Oth
er fi
xed
stru
ctur
es -
-
-
-
-
-
-
-
-
Mac
hine
ry a
nd e
quip
men
t 2
0
-
1
21
21
-
100,0
% 4
3
43
Tran
spor
t eq
uipm
ent
-
-
-
-
-
-
-
-
-
Oth
er m
achi
nery
and
equ
ipm
ent
20
-
1
21
21
-
100,0
% 4
3
43
Pay
men
t fo
r fi
nan
cial
ass
ets
-
-
-
-
-
-
-
-
-
TOTA
L 4
4 6
18 8
02
-
(
8 6
71)
44
610
131
4
1 7
09
671
2
90
0 4
60
9
3,5
% 4
0 7
25
49
9
39
08
0 2
14
146
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
Prog
ram
me
4: N
ATIO
NAL
DIS
ASTE
R M
ANAG
EMEN
T CE
NTRE
2014
/15
2013
/14
Adju
sted
Ap
prop
riatio
nSh
iftin
g of
Fu
nds
Vire
men
tFi
nal
Appr
opria
tion
Actu
al
Expe
nditu
reVa
rianc
eEx
pend
iture
as
% o
f fina
l ap
prop
riatio
n
Fina
l Ap
prop
riatio
nAc
tual
ex
pend
iture
R’00
0R’
000
R’00
0R’
000
R’00
0R’
000
%R’
000
R’00
0
Su
b p
rogr
amm
e
1.M
anag
emen
t: H
ead
of D
isas
ter
4 4
62
10 4
58
4 8
20
19 7
40
17 8
51
1 8
89
90,4
% 5
507
5
507
2.L
egis
latio
n,po
licy
and
Com
plia
nce
Man
agem
ent
6 1
31
(1 1
25)
15
5 0
21
5 0
21
-
100,0
% 7
267
7
267
3.P
lann
ing
Coo
rdin
atio
n an
d Sup
port
13 8
06
9 6
26
18 1
87
41 6
19
41 6
19
-
100,0
% 1
0 9
90
10 9
90
4.In
telli
genc
e an
d In
form
atio
n Sys
tem
s M
anag
emen
t 2
6 0
35
(16 8
39)
63
4
9 8
30
9 8
30
-
100,0
% 1
7 7
35
17 4
11
5.D
isas
ter
Rel
ief
Tran
sfer
s 5
60 9
52
-
-
560 9
52
121
483
439 4
69
21,7
% 5
34 6
00
26
4 3
44
6.In
tagr
ated
Dis
aste
r M
anag
emen
t m
on-
itorin
g an
d Ev
alua
tion
Sys
tem
s 2
120
(2 1
20)
-
-
-
-
-
-
-
7.M
unic
ipal
Dis
aste
r R
ecov
ery
Gra
nt 1
94 2
53
-
-
19
4 2
53
190 1
02
4 1
51
97,9
% 1
18 3
40
118
340
Tota
l for
su
b p
rogr
amm
es 8
07 7
59
-
2
3 6
56
8
31 4
15
38
5 9
06
4
45
50
9
46
,4%
69
4 4
39
4
23
85
9
Econ
omic
cla
ssifi
cati
on
Cu
rren
t p
aym
ents
50
207
(
2 7
41)
20
272
6
7 7
38
6
7 7
38
-
10
0,0
% 3
6 4
41
36
117
Com
pen
sati
on o
f em
plo
yees
20
801
(
2 2
01)
111
1
8 7
11
18
711
-
10
0,0
% 1
8 7
27
18
49
9
Sal
arie
s an
d w
ages
18 1
25
(1 4
47)
111
1
6 7
89
16 7
89
-
100,0
% 1
6 8
22
16 5
94
Soc
ial c
ontr
ibut
ions
2 6
76
(75
4)
-
1 9
22
1 9
22
-
100,0
% 1
905
1 9
05
Goo
ds
and
ser
vice
s 2
9 4
06
(
54
0)
20
161
4
9 0
27
49
027
-
10
0,0
% 1
7 7
14
17
618
Adm
inis
trat
ive
fees
-
2
-
2
2
-
100,0
% -
-
Adv
ertis
ing
54
94
-
148
148
-
100,0
% 1
20
120
Min
or a
sset
s 2
21
1 1
81
(39)
1 3
63
1 3
63
-
100,0
% 3
6
36
Aud
it co
sts:
Ext
erna
l -
-
-
-
-
-
-
-
-
147
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
Bur
sarie
s: E
mpl
oyee
s -
-
-
-
-
-
-
5
00
500
Cat
erin
g: D
epar
tmen
tal a
ctiv
ities
286
(2)
-
28
4
28
4
-
100,0
% 5
76
576
Com
mun
icat
ion
(G&
S)
459
(6)
84
537
5
37
-
100,0
% 3
68
368
Com
pute
r se
rvic
es 7
646
(6 7
71)
199
1 0
74
1 0
74
-
100,0
% 6
209
6 1
11
Con
sulta
nts:
Bus
ines
s an
d ad
viso
ry
serv
ices
14 2
81
2 2
33
19 0
40
35 5
54
35 5
54
-
100,0
% 3
887
3
887
Infr
astr
uctu
re a
nd p
lann
ing
serv
ices
-
-
-
-
-
-
-
-
-
Labo
rato
ry s
ervi
ces
-
-
-
-
-
-
-
-
-
Sci
entifi
c an
d te
chno
logi
cal s
ervi
ces
-
-
-
-
-
-
-
-
-
Lega
l ser
vice
s -
-
-
-
-
-
-
1
4
14
Con
trac
tors
-
380
27
407
4
07
-
100,0
% 8
8
Age
ncy
and
supp
ort
/ ou
tsou
rced
ser
-vi
ces
-
-
-
-
-
-
-
-
-
Ente
rtai
nmen
t 1
1
(11)
-
-
-
-
-
-
-
Flee
t se
rvic
es (
incl
udin
g go
vern
men
t m
otor
tra
nspo
rt)
5
67
-
72
72
-
100,0
% 2
1
21
Inve
ntor
y: M
ater
ials
and
sup
plie
s -
-
1
06
106
106
-
100,0
% 2
2
Inve
ntor
y: M
edic
al s
uppl
ies
-
-
-
-
-
-
-
-
-
Inve
ntor
y: M
edic
ine
-
-
-
-
-
-
-
-
-
Med
sas
inve
ntor
y in
terf
ace
-
-
-
-
-
-
-
-
-
Inve
ntor
y: O
ther
sup
plie
s 4
23
(423)
-
-
-
-
-
-
-
Con
sum
able
sup
plie
s -
1
93
4
616
2
550
2 5
50
-
100,0
% 5
5
Con
sum
able
: Sta
tione
ry, p
rintin
g an
d of
fice
supp
lies
677
(
516)
(3)
158
158
-
100,0
% 2
28
228
Ope
ratin
g le
ases
1 6
44
2 3
11
-
3 9
55
3 9
55
-
100,0
% -
-
Prop
erty
pay
men
ts -
-
-
-
-
-
-
-
-
Tran
spor
t pr
ovid
ed: D
epar
tmen
tal a
ctiv
ity -
-
-
-
-
-
-
-
-
Trav
el a
nd s
ubsi
sten
ce 2
887
(
988)
131
2
030
2 0
30
-
100,0
% 3
149
3 1
50
Trai
ning
and
dev
elop
men
t 4
29
(420)
-
9
9
-
100,0
% 1
141
1
142
Ope
ratin
g pa
ymen
ts 2
7
307
-
3
34
33
4
-
100,0
% 5
39
539
Venu
es a
nd f
acili
ties
356
88
-
44
4
44
4
-
100,0
% 9
11
911
Ren
tal a
nd h
iring
-
-
-
-
-
-
-
-
-
148
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
Inte
rest
and
ren
t on
land
-
-
-
-
-
-
-
-
-
Inte
rest
(In
cl. i
nter
est
on u
nita
ry p
ay-
men
ts (
PPP)
) -
-
-
-
-
-
-
-
-
Ren
t on
land
-
-
-
-
-
-
-
-
-
Tran
sfer
s an
d s
ub
sid
ies
75
5 2
05
-
-
7
55
20
5
311
58
5
44
3 6
20
41
,3%
65
2 9
40
3
82
68
4
Prov
ince
s an
d m
unic
ipal
ities
755 2
05
-
-
755 2
05
311
585
443 6
20
41,3
% 6
52 9
40
382 6
84
Prov
ince
s 1
97 3
72
-
-
197
372
-
1
97 3
72
-
-
-
Prov
inci
al R
even
ue F
unds
197
372
-
-
1
97 3
72
-
197
372
-
-
-
Prov
inci
al a
genc
ies
and
fund
s -
-
-
-
-
-
-
-
-
Mun
icip
aliti
es 5
57 8
33
-
-
557
833
311
585
246 2
48
55,9
% 6
52 9
40
382 6
84
Mun
icip
al b
ank
acco
unts
557
833
-
-
557
833
311
585
246 2
48
55,9
% 6
52 9
40
382 6
84
Pay
men
ts f
or c
apit
al a
sset
s 2
347
2
741
3
38
4
8 4
72
6 5
83
1
88
9
77,7
% 5
05
8
5 0
58
Bui
ldin
gs a
nd o
ther
fixe
d st
ruct
ures
-
-
-
-
-
-
-
-
-
Bui
ldin
gs -
-
-
-
-
-
-
-
-
Oth
er fi
xed
stru
ctur
es -
-
-
-
-
-
-
-
-
Mac
hine
ry a
nd e
quip
men
t 2
347
2
700
3 2
87
8 3
34
6 4
45
1 8
89
77,3
% 5
058
5 0
58
Tran
spor
t eq
uipm
ent
-
-
-
-
-
-
-
-
-
Oth
er m
achi
nery
and
equ
ipm
ent
2 3
47
2 7
00
3 2
87
8 3
34
6 4
45
1 8
89
77,3
% 5
058
5 0
58
Her
itage
ass
ets
-
41
97
138
138
-
100,0
% -
-
Spe
cial
ised
mili
tary
ass
ets
-
-
-
-
-
-
-
-
-
Bio
logi
cal a
sset
s -
-
-
-
-
-
-
-
-
Land
and
sub
-soi
l ass
ets
-
-
-
-
-
-
-
-
-
Sof
twar
e an
d ot
her
inta
ngib
le a
sset
s -
-
-
-
-
-
-
-
-
Pay
men
t fo
r fi
nan
cial
ass
ets
-
-
-
-
-
-
-
-
-
Tota
l 8
07 7
59
-
2
3 6
56
8
31 4
15
38
5 9
06
4
45
50
9
46
,4%
69
4 4
39
4
23
85
9
149
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
Prog
ram
me
5: P
ROVI
NCI
AL A
ND
MU
NIC
IPAL
GOV
ERN
MEN
T SY
STEM
S
2014
/15
2013
/14
Adju
sted
Ap
prop
riatio
nSh
iftin
g of
Fu
nds
Vire
men
tFi
nal
Appr
opria
tion
Actu
al
Expe
nditu
reVa
rianc
eEx
pend
iture
as
% o
f fina
l ap
prop
riatio
n
Fina
l Ap
prop
riatio
nAc
tual
ex
pend
iture
R’00
0R’
000
R’00
0R’
000
R’00
0R’
000
%R’
000
R’00
0
Su
b p
rogr
amm
e
1. M
anag
emen
t: Pr
ovin
cial
and
Loc
al
Gov
ernm
ent
Sup
port
7 6
96
(1 2
93)
542
6 9
45
6 9
45
-
100,0
% 8
959
8 9
59
2. P
rovi
ncia
l Gov
ernm
ent
Sup
port
and
In
terv
entio
n 6
600
(2 1
52)
11
4 4
59
4 4
05
54
98,8
% 1
0 2
35
10 2
35
3. L
ocal
Gov
ernm
ent
Sup
port
and
Inte
r-ve
ntio
n 1
3 1
99
268
377
1
3 8
44
13 8
44
-
100,0
% 1
9 4
14
19 4
14
4. D
evel
opm
ent
Plan
ning
8 3
61
3 1
77
595
12 1
33
12 1
33
-
100,0
% 1
2 9
57
12 9
57
5. M
unic
ipal
Sys
tem
s Im
prov
emen
t G
rant
252 1
52
-
-
252 1
52
252 1
52
-
100,0
% 2
40 3
07
240 3
07
Tota
l for
su
b p
rogr
amm
es 2
88
00
8
-
1 5
25
2
89
53
3
28
9 4
79
54
10
0,0
% 2
91 8
72
291
872
Econ
omic
cla
ssifi
cati
on
Cu
rren
t p
aym
ents
35
75
6
(6
8)
1 5
25
3
7 2
13
37
213
-
10
0,0
% 5
1 5
17
51
517
Com
pen
sati
on o
f em
plo
yees
22
98
5
(61
8)
521
2
2 8
88
2
2 8
88
-
10
0,0
% 2
3 5
33
2
3 5
33
Sal
arie
s an
d w
ages
20 0
08
45
550
20 6
03
20 6
03
-
100,0
% 2
1 1
42
21 1
42
Soc
ial c
ontr
ibut
ions
2 9
77
(663)
(29)
2 2
85
2 2
85
-
100,0
% 2
391
2
391
Goo
ds
and
ser
vice
s 1
2 7
71
55
0
1 0
04
1
4 3
25
1
4 3
25
-
10
0,0
% 2
7 9
84
2
7 9
84
Adm
inis
trat
ive
fees
-
-
-
-
-
-
-
1
1
Adv
ertis
ing
50
(39)
-
11
11
-
100,0
% 3
48
348
Min
or a
sset
s 5
9
(53)
-
6
6
-
100,0
% 7
9
79
Aud
it co
sts:
Ext
erna
l -
-
-
-
-
-
-
-
-
Bur
sarie
s: E
mpl
oyee
s -
-
-
-
-
-
-
-
-
Cat
erin
g: D
epar
tmen
tal a
ctiv
ities
498
51
-
549
549
-
100,0
% 5
79
579
150
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
Com
mun
icat
ion
(G&
S)
566
(239)
(26)
301
3
01
-
100,0
% 4
24
424
Com
pute
r se
rvic
es 1
00
1 5
50
595
2 2
45
2 2
45
-
100,0
% 1
046
1 0
46
Con
sulta
nts:
Bus
ines
s an
d ad
viso
ry
serv
ices
7 3
02
(1 7
80)
(1)
5 5
21
5 5
21
-
100,0
% 1
6 4
22
16 4
22
Infr
astr
uctu
re a
nd p
lann
ing
serv
ices
-
-
-
-
-
-
-
-
-
Labo
rato
ry s
ervi
ces
-
-
-
-
-
-
-
-
-
Sci
entifi
c an
d te
chno
logi
cal s
ervi
ces
-
-
-
-
-
-
-
-
-
Lega
l ser
vice
s -
-
-
-
-
-
-
-
-
Con
trac
tors
100
(100)
-
-
-
-
-
95
95
Age
ncy
and
supp
ort
/ ou
tsou
rced
ser
-vi
ces
-
18
-
18
18
-
100,0
% 2
33
233
Ente
rtai
nmen
t 2
(
2)
-
-
-
-
-
-
-
Flee
t se
rvic
es (
incl
udin
g go
vern
men
t m
otor
tra
nspo
rt)
-
7
-
7
7
-
100,0
% 2
2
22
Inve
ntor
y: F
ood
and
food
sup
plie
s 1
0
(10)
-
-
-
-
-
-
-
Inve
ntor
y: O
ther
sup
plie
s 2
4
(24)
-
-
-
-
-
-
-
Con
sum
able
sup
plie
s -
-
-
-
-
-
-
1
0
10
Con
sum
able
: Sta
tione
ry, p
rintin
g an
d of
fice
supp
lies
1 1
80
(524)
-
656
656
-
100,0
% 8
83
883
Ope
ratin
g le
ases
16
53
-
69
69
-
100,0
% 8
1
81
Prop
erty
pay
men
ts -
5
-
5
5
-
10
0,0
% 1
10
110
Tran
spor
t pr
ovid
ed: D
epar
tmen
tal a
ctiv
ity -
-
-
-
-
-
-
-
-
Trav
el a
nd s
ubsi
sten
ce 2
015
2
169
436
4 6
20
4 6
20
-
100,0
% 4
266
4 2
66
Trai
ning
and
dev
elop
men
t 4
56
(4
41)
-
15
15
-
100,0
% 1
97
197
Ope
ratin
g pa
ymen
ts 1
4
112
-
1
26
126
-
100,0
% 3
33
333
Venu
es a
nd f
acili
ties
379
(
203)
-
176
1
76
-
100,0
% 2
855
2 8
55
Ren
tal a
nd h
iring
-
-
-
-
-
-
-
-
-
Inte
rest
and
ren
t on
land
-
-
-
-
-
-
-
-
-
Inte
rest
(In
cl. i
nter
est
on u
nita
ry p
ay-
men
ts (
PPP)
) -
-
-
-
-
-
-
-
-
Ren
t on
land
-
-
-
-
-
-
-
-
-
Tran
sfer
s an
d s
ub
sid
ies
25
2 1
52
6
8
-
25
2 2
20
2
52
22
0
-
100
,0%
24
0 3
07
24
0 3
07
151
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
Prov
ince
s an
d m
unic
ipal
ities
252 1
52
-
-
252 1
52
252 1
52
-
100,0
% 2
40 3
07
240 3
07
Prov
ince
s -
-
-
-
-
-
-
-
-
Prov
inci
al R
even
ue F
unds
-
-
-
-
-
-
-
-
-
Prov
inci
al a
genc
ies
and
fund
s -
-
-
-
-
-
-
-
-
Mun
icip
aliti
es 2
52 1
52
-
-
252 1
52
252 1
52
-
100,0
% 2
40 3
07
240 3
07
Mun
icip
al b
ank
acco
unts
252 1
52
-
-
252 1
52
252 1
52
-
100,0
% 2
40 3
07
240 3
07
Sub
sidi
es o
n pr
oduc
ts a
nd p
rodu
ctio
n (p
e) -
-
-
-
-
-
-
-
-
Oth
er tra
nsfe
rs t
o pr
ivat
e en
terp
rises
-
-
-
-
-
-
-
-
-
Non
-pro
fit in
stitu
tions
-
-
-
-
-
-
-
-
-
Hou
seho
lds
-
68
-
68
68
-
100,0
% -
-
Soc
ial b
enefi
ts -
6
8
-
68
68
-
100,0
% -
-
Oth
er tra
nsfe
rs t
o ho
useh
olds
-
-
-
-
-
-
-
-
-
Pay
men
ts f
or c
apit
al a
sset
s 1
00
-
-
1
00
4
6
54
4
6,0
% 4
8
48
Bui
ldin
gs a
nd o
ther
fixe
d st
ruct
ures
-
-
-
-
-
-
-
-
-
Bui
ldin
gs -
-
-
-
-
-
-
-
-
Oth
er fi
xed
stru
ctur
es -
-
-
-
-
-
-
-
-
Mac
hine
ry a
nd e
quip
men
t 1
00
-
-
100
46
54
46,0
% 4
8
48
Tran
spor
t eq
uipm
ent
-
-
-
-
-
-
-
-
-
Oth
er m
achi
nery
and
equ
ipm
ent
100
-
-
100
46
54
46,0
% 4
8
48
Tota
l 2
88
00
8
-
1 5
25
2
89
53
3
28
9 4
79
54
10
0,0
% 2
91 8
72
291
872
152
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
Prog
ram
me
6: IN
FRAS
TRUC
TURE
AN
D EC
ONOM
IC D
EVEL
OPM
ENT
2014
/15
2013
/14
Adju
sted
Ap
prop
riatio
nSh
iftin
g of
Fu
nds
Vire
men
tFi
nal
Appr
opria
tion
Actu
al
Expe
nditu
reVa
rianc
eEx
pend
iture
as
% o
f fina
l ap
prop
riatio
n
Fina
l Ap
prop
riatio
nAc
tual
ex
pend
iture
R’00
0R’
000
R’00
0R’
000
R’00
0R’
000
%R’
000
R’00
0
Su
b p
rogr
amm
e
1. M
anag
emen
t: In
fras
truc
ture
13 1
52
(4 6
04)
(5 1
66)
3 3
82
2 0
47
1 3
35
60,5
% 2
893
2 8
39
2. L
ocal
Eco
nom
ic D
evel
opm
ent
Plan
ning
9 0
18
2 7
33
-
11 7
51
11 7
29
22
99,8
% 9
881
9
880
3. I
nfru
stru
ctur
e D
evel
opm
ent
11 5
72
1 8
71
39
13 4
82
13 4
17
65
99,5
% 1
1 3
79
10 3
06
4. M
unic
ipal
Infr
astr
uctu
re G
rant
14 7
64 0
49
-
-
14 7
64 0
49
14 7
45 4
45
18 6
04
99,9
% 1
4 3
54 5
31
14 2
24 4
47
5. C
omm
unity
Wor
k Pr
ogra
mm
e 2
257
840
-
-
2 2
57 8
40
1 6
49 9
65
607
875
73
,1%
1 7
30 6
08
1 7
21 7
07
6. M
unic
ipal
Infr
astr
uctu
re S
uppo
rt A
gen-
cy 2
94 1
62
-
-
29
4 1
62
29
4 1
62
-
100,0
% 2
62 0
40
261
795
Tota
l for
su
b p
rogr
amm
es 1
7 3
49
79
3
-
(5
127
)17
34
4 6
66
1
6 7
16 7
65
6
27 9
01
96
,4%
16
371
33
2
16
23
0 9
74
Econ
omic
cla
ssifi
cati
on
Cu
rren
t p
aym
ents
2 2
91 1
72
(4
4)
(5
04
2)
2 2
86
08
6
1 6
76 8
76
60
9 2
10
73,4
% 1
75
4 2
85
1
74
4 2
56
Com
pen
sati
on o
f em
plo
yees
50
93
9
(1 1
63
) (
5 0
64
) 4
4 7
12
39
76
0
4 9
52
8
8,9
% 4
7 9
77
38
19
0
Sal
arie
s an
d w
ages
47 7
04
(1 5
10)
(5 0
64)
41 1
30
36 1
79
4 9
51
88,0
% 4
4 6
95
34 9
13
Soc
ial c
ontr
ibut
ions
3 2
35
347
-
3
582
3 5
81
1
100,0
% 3
282
3 2
77
Goo
ds
and
ser
vice
s 2
24
0 2
33
1
119
2
2
2 2
41 3
74
1 6
37 1
16
60
4 2
58
73
,0%
1 7
06
30
8
1 7
06
06
6
Adm
inis
trat
ive
fees
3
5 9
11
-
5 9
14
5 9
14
-
100,0
% 4
20
420
Adv
ertis
ing
1 6
23
86
-
1 7
09
759
950
44,4
% -
-
Min
or a
sset
s 8
68
(56)
-
812
3
0
782
3,7
% 5
7
57
Aud
it co
sts:
Ext
erna
l -
3
269
-
3 2
69
3 2
69
-
100,0
% -
-
Bur
sarie
s: E
mpl
oyee
s -
-
-
-
-
-
-
-
-
Cat
erin
g: D
epar
tmen
tal a
ctiv
ities
1 7
66
(385)
-
1 3
81
730
651
52,9
% 1
196
1 1
96
153
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
Com
mun
icat
ion
(G&
S)
1 2
52
(124)
-
1 1
28
69
4
43
4
61,5
% 6
03
603
Com
pute
r se
rvic
es 4
9 0
62
(6 2
19)
-
42 8
43
-
42 8
43
-
327
3
27
Con
sulta
nts:
Bus
ines
s an
d ad
viso
ry
serv
ices
38 1
75
150 5
66
-
188 7
41
181
069
7 6
72
95,9
% 3
32 5
68
332 5
68
Con
trac
tors
1 6
61 0
06
(150 9
92)
-
1 5
10 0
14
1 3
56 2
39
153 7
75
89,8
% 1
359 2
62
1 3
59 0
75
Age
ncy
and
supp
ort
/ ou
tsou
rced
ser
-vi
ces
862
(27
7)
-
585
585
-
100,0
% 4
78
478
Ente
rtai
nmen
t -
-
-
-
-
-
-
-
-
Flee
t se
rvic
es (
incl
udin
g go
vern
men
t m
otor
tra
nspo
rt)
-
22
-
22
22
-
100,0
% 6
2
61
Hou
sing
-
-
-
-
-
-
-
-
-
Inve
ntor
y: C
loth
ing
mat
eria
l and
acc
es-
sorie
s -
2
2 4
86
-
22 4
86
22 4
86
-
100,0
% -
-
Inve
ntor
y: F
arm
ing
supp
lies
-
-
-
-
-
-
-
-
-
Inve
ntor
y: F
ood
and
food
sup
plie
s -
-
-
-
-
-
-
-
-
Inve
ntor
y: F
uel,
oil a
nd g
as -
9
-
9
9
-
10
0,0
% 1
0
10
Inve
ntor
y: L
earn
er a
nd t
each
er s
uppo
rt
mat
eria
l -
-
-
-
-
-
-
-
-
Inve
ntor
y: M
ater
ials
and
sup
plie
s 4
60 0
00
(53 0
72)
-
406 9
28
28 1
31
378
797
6,9
% 1
00
100
Inve
ntor
y: M
edic
al s
uppl
ies
-
-
-
-
-
-
-
-
-
Inve
ntor
y: M
edic
ine
-
-
-
-
-
-
-
-
-
Med
sas
inve
ntor
y in
terf
ace
-
-
-
-
-
-
-
-
-
Inve
ntor
y: O
ther
sup
plie
s 2
70
-
-
270
-
2
70
-
-
-
Con
sum
able
sup
plie
s -
7
-
7
7
-
10
0,0
% 8
0
80
Con
sum
able
: Sta
tione
ry, p
rintin
g an
d of
fice
supp
lies
10 2
55
(230)
(102)
9 9
23
408
9 5
15
4,1
% 8
02
772
Ope
ratin
g le
ases
1 7
56
(33)
-
1 7
23
99
1 6
24
5,7
% 8
3
83
Prop
erty
pay
men
ts -
-
-
-
-
-
-
-
-
Tran
spor
t pr
ovid
ed: D
epar
tmen
tal a
ctiv
ity -
-
-
-
-
-
-
-
-
Trav
el a
nd s
ubsi
sten
ce 1
1 7
65
299
124
12 1
88
5 8
40
6 3
48
47,9
% 8
877
8
853
Trai
ning
and
dev
elop
men
t 1
81
30 1
89
-
30 3
70
30 3
70
-
100,0
% 5
8
58
Ope
ratin
g pa
ymen
ts 9
1
93
-
202
202
-
100,0
% 1
9
19
154
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
Venu
es a
nd f
acili
ties
1 3
80
(530)
-
850
253
597
29,8
% 1
306
1 3
06
Tran
sfer
s an
d s
ub
sid
ies
15
05
8 4
71
-
-
15
05
8 4
71
15
03
9 8
45
1
8 6
26
9
9,9
% 1
4 6
16 9
71
14
48
6 6
42
Prov
ince
s an
d m
unic
ipal
ities
14 7
64 0
49
-
-
14 7
64 0
49
14 7
45 4
45
18 6
04
99,9
% 1
4 3
54 5
31
14 2
24 4
47
Prov
ince
s -
-
-
-
-
-
-
-
-
Prov
inci
al R
even
ue F
unds
-
-
-
-
-
-
-
-
-
Prov
inci
al a
genc
ies
and
fund
s -
-
-
-
-
-
-
-
-
Mun
icip
aliti
es 1
4 7
64 0
49
-
-
14 7
64 0
49
14 7
45 4
45
18 6
04
99,9
% 1
4 3
54 5
31
14 2
24 4
47
Mun
icip
al b
ank
acco
unts
14 7
64 0
49
-
-
14 7
64 0
49
14 7
45 4
45
18 6
04
99,9
% 1
4 3
54 5
31
14 2
24 4
47
Mun
icip
al a
genc
ies
and
fund
s -
-
-
-
-
-
-
-
-
Dep
artm
enta
l age
ncie
s an
d ac
coun
ts 2
94 1
62
-
-
29
4 1
62
29
4 1
62
-
100,0
% 2
62 0
40
261
795
Soc
ial s
ecur
ity f
unds
-
-
-
-
-
-
-
-
-
Dep
artm
enta
l age
ncie
s (n
on-b
usin
ess
entit
ies)
29
4 1
62
-
-
29
4 1
62
29
4 1
62
-
100,0
% 2
62 0
40
261
795
Hig
her
educ
atio
n in
stitu
tions
-
-
-
-
-
-
-
-
-
Fore
ign
gove
rnm
ents
and
inte
rnat
iona
l or
gani
satio
ns 2
60
-
-
260
238
22
91,5
% 4
00
400
Pay
men
ts f
or c
apit
al a
sset
s 1
50
4
4
(8
5)
10
9
44
6
5
40
,4%
76
7
6
Bui
ldin
gs a
nd o
ther
fixe
d st
ruct
ures
-
-
-
-
-
-
-
-
-
Bui
ldin
gs -
-
-
-
-
-
-
-
-
Oth
er fi
xed
stru
ctur
es -
-
-
-
-
-
-
-
-
Mac
hine
ry a
nd e
quip
men
t 1
50
44
(85)
109
44
65
40,4
% 7
6
76
Tran
spor
t eq
uipm
ent
-
-
-
-
-
-
-
-
-
Oth
er m
achi
nery
and
equ
ipm
ent
150
44
(85)
109
44
65
40,4
% 7
6
76
Tota
l 1
7 3
49
79
3
-
(5
127
)17
34
4 6
66
1
6 7
16 7
65
6
27 9
01
96
,4%
16
371
33
2
16
23
0 9
74
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Pa
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: Fin
an
cia
l In
form
ati
on
Prog
ram
me
7: T
RADI
TION
AL A
FFAI
RS
2014
/15
2013
/14
Adju
sted
Ap
prop
riatio
nSh
iftin
g of
Fu
nds
Vire
men
tFi
nal
Appr
opria
tion
Actu
al
Expe
nditu
reVa
rianc
eEx
pend
iture
as
% o
f fina
l ap
prop
riatio
n
Fina
l Ap
prop
riatio
nAc
tual
ex
pend
iture
R’00
0R’
000
R’00
0R’
000
R’00
0R’
000
%R’
000
R’00
0
Su
b p
rogr
amm
e
1.Tr
aditi
onal
Aff
airs
115 8
64
--
115 8
64
115 8
64
-10
0.0
%11
1 7
02
111 7
02
Tota
l for
su
b p
rogr
amm
es11
5 8
64
--
115
86
411
5 8
64
-10
0%
1117
02
1117
02
Tran
sfer
s an
d s
ub
sid
ies
115 8
64
--
115 8
64
115 8
64
-10
0%
111 7
02
111 7
02
Mun
icip
al a
genc
ies
and
fund
s-
--
--
--
--
Dep
artm
enta
l age
ncie
s an
d ac
coun
ts11
5 8
64
--
115 8
64
115 8
64
-10
0%
111 7
02
111 7
02
Soc
ial s
ecur
ity f
unds
--
--
--
--
-
Dep
artm
enta
l age
ncie
s (n
on-b
usin
ess
entit
ies)
115 8
64
--
115 8
64
115 8
64
-10
0%
111 7
02
111 7
02
Pay
men
t fo
r fi
nan
cial
ass
ets
--
--
--
--
-
TOTA
L11
5 8
64
115
86
411
1 7
02
111
70
2
156
Department of Cooperative Governance Vote 03
Notes to the Appropriation Statement for the year ended 31 March 2015
1. Detail of transfers and subsidies as per Appropriation Act (after Virement):Detail of these transactions can be viewed in the note on Transfers and subsidies, disclosure notes and Annexure 1 (A-H) to the Annual Financial Statements.
2. Detail of specifically and exclusively appropriated amounts voted (after Virement):Detail of these transactions can be viewed in note 1 (Annual Appropriation) to the Annual Financial Statements.
3. Detail on payments for financial assetsDetail of these transactions per programme can be viewed in the note on Payments for financial assets to the Annual Financial Statements.
4. Explanations of material variances from Amounts Voted (after Virement):
4.1 Per programme Final Appropriation
Actual Expenditure Variance R’000
Variance as a % of Final
Appropriation
R’000 R’000 R’000 %
Administration 242 025 241 628 397 100%
Policy, Research and Knowledge Manage-ment
20 251 18 471 1 780 91%
Governance and Intergovernmental Rela-tions
44 610 131 41 709 671 2 900 460 93%
National Disaster Management Centre 829 417 385 774 443 643 47%
Provincial and Municipal Government Systems
289 533 289 479 54 100%
Infrastructure and Economic Development 17 344 666 16 716 765 627 901 96%
Traditional Affairs 115 864 115 864 0 100%
Administration In line with expenditure
Policy, Research and Knowledge Manage-ment
The under-spending is mainly due to the delay in the receipt of some invoices for completed projects and the delays that emanated from the implementation of the procurement plan
Governance and Intergovernmental Rela-tions
The under-spending is mainly due to the withholding of equitable share grants from some municipalities, which did not perform according to the DORA requirements as well as delays in the transfer of funds to the United Cities & Local Government of Africa, because the claim was not submitted to the Department
National Disaster Management Centre The under-spending is mainly due to the uncertainty with the payment of disaster relief grant. This grant is only paid when disasters are de-clared and with the approval of National Treasury.
Provincial and Municipal Government Systems
In line with expenditure
Infrastructure and Economic Development under-spending is mainly due to the withholding of Municipal Infra-structure Grant Fund, for one municipality and due to delays in the receipt of invoices from the Implementing Agents and delays with the procurement processes of the material used by participants, at site level.
Traditional Affairs In line with expenditure
157
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4.2 Per economic classification Final Appropriation
Actual Expenditure Variance
Variance as a % of Final
Appropriation
R’000 R’000 R’000 R’000
Current expenditure
Compensation of employees 239 394 234 442 4 952 98%
Goods and services 2 438 522 1 832 121 606 401 75%
Interest and rent on land
Transfers and subsidies
Provinces and municipalities 60 261 609 56 901 276 3 360 333 94%
Departmental agencies and accounts 481 895 481 895 0 100%
Higher education institutions
Public corporations and private enterprises
Foreign governments and international organ-isations
260 238 22 92%
Non-profit institutions 11 665 9 280 2 385 80%
Households 357 357 0 100%
Payments for capital assets
Buildings and other fixed structures
Machinery and equipment 19 421 17 413 2 008 90%
Heritage assets 138 138 0 100%
Specialised military assets
Biological assets
Land and subsoil assets
Software and other intangible assets
Payments for financial assets 263 263 0 100%
Goods and Services:Under-spending is due to delays in the receipt of invoices from the Implementing Agents, delays with the procurement processes of the material used by participants at site level and the change in the Business model for the payment of participants:
Transfers and Subsidies:The under-spending is mainly due to the withholding of Local Government Equitable Share and Municipal Infrastructure Grants in respect of some municipalities, which did not perform according to the DORA requirements as well as Disaster Relief funds which were not transferred as projected.
Notes to the Appropriation Statement for the year ended 31 March 2015
158
Department of Cooperative Governance Vote 03
4.3 Per conditional grant Final Appropriation
Actual Expenditure Variance
Variance as a % of Final
Appropriation
R’000 R’000 R’000 R’000
Munisipal Infrastructure Grant 14 764 049 14 745 445 18 604 100%
Munisipal Systems Improvement Grant 252 152 252 152 0 100%
Provincial Disaster Grant 197 372 85 951 111 421 44%
Municipal Disaster Grant 166 208 121 483 44 725 73%
Disaster Recovery Grant 194 253 190 102 4 151 98%
The under-spending is mainly due to the withholding of Local Government Equitable Share and Municipal Infrastructure Grants in respect of some municipalities, which did not perform according to the DORA requirements as well as Disaster Relief funds which were not transferred as projected.
Notes to the Appropriation Statement for the year ended 31 March 2015
159
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Statement of Financial Performance for the year ended 31 March 2015
Note 2014/15 2013/14R’000 R’000
REVENUE
Annual appropriation 1 63 453 885 58 458 907
Statutory appropriation - -
Departmental revenue 2 1 916 1 220
Aid assistance 3
TOTAL REVENUE 63 455 801 58 460 127
EXPENDITURE
Current expenditure
Compensation of employees 4 234 443 269 740
Goods and services 5 1 832 166 1 923 124
Aid assistance 3 1598
Total current expenditure 2 066 609 2 194 462
Transfers and subsidies
Transfers and subsidies 7 57 393 039 54 193 279
Aid assistance 3
Total transfers and subsidies 57 393 039 54 193 279
Expenditure for capital assets
Tangible assets 8 17 874 15 011
Total expenditure for capital assets 17 874 15 011
Unauthorised expenditure approved without funding 9 - -
Payments for financial assets 6 262 418
TOTAL EXPENDITURE 59 477 784 56 403 170
SURPLUS/(DEFICIT) FOR THE YEAR 3 978 017 2 056 957
160
Department of Cooperative Governance Vote 03
Reconciliation of Net Surplus/(Deficit) for the yearVoted funds 3 976 101 2 057 335
Annual appropriation 613 361 26 237
Conditional grants 3 362 740 2 031 098
Unconditional grants
Departmental revenue and NRF Receipts 14 1 916 1 220
Aid assistance 3 (1 598)
SURPLUS/(DEFICIT) FOR THE YEAR 3 978 017 2 056 957
Statement of Financial Performance for the year ended 31 March 2015
161
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Statement of Financial Position as at 31 March 2015
Note 2014/15 2013/14R’000 R’000
ASSETS
Current assets 4 063 535 2 092 966
Unauthorised expenditure 9 1 123 1 123
Cash and cash equivalents 10 3 972 338 1 952 942
Prepayments and advances 11 226 278
Receivables 12 89 848 138 623
Non-current assets 4 738 -
Receivables 12 4 738 -
TOTAL ASSETS 4 068 273 2 092 966
LIABILITIES
Current liabilities 4 068 273 2 092 966
Voted funds to be surrendered to the Revenue Fund 13 3 976 101 2 056 685
Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund 14 52 906
Bank overdraft - -
Payables 15 92 120 557
Aid assistance repayable 3 - 34 818
Non-current liabilities
Payables - -
TOTAL LIABILITIES 4 068 273 2 092 966
NET ASSETS
162
Department of Cooperative Governance Vote 03
Statement of Changes in Net Assets for the year ended 31 March 2015
Note 2014/15 2013/14R’000 R’000
Capitalisation Reserves
Opening balance
Transfers:
Movement in Equity
Movement in Operational Funds
Other movements
Closing balance - -
Recoverable revenue
Opening balance
Transfers:
Irrecoverable amounts written off
Debts revised
Debts recovered (included in departmental receipts)
Debts raised
Closing balance - -
Retained funds
Opening balance
Transfer from voted funds to be surrendered (Parliament/Legislatures ONLY)
Utilised during the year
Other transfers
Closing balance - -
Revaluation Reserve
Opening balance
Revaluation adjustment (Housing departments)
Transfers
Other
Closing balance - -
TOTAL - -
163
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Cash Flow Statement for the year ended 31 March 2015
Note 2014/15 2013/14R’000 R’000
CASH FLOWS FROM OPERATING ACTIVITIES
Receipts 63 455 748 58 459 461
Annual appropriated funds received 1.1 63 453 885 58 458 257
Departmental revenue received 2 1 862 1 204
Interest received 2.2 1 -
Net (increase)/decrease in working capital 135 652 (132 805)
Surrendered to Revenue Fund (2 059 455) (1 419 554)
Surrendered to RDP Fund/Donor (34 818) (1 392)
Current payments (2 066 609) (2 194 462)
Interest paid - -
Payments for financial assets (262) (418)
Transfers and subsidies paid (57 393 039) (54 193 279)
Net cash flow available from operating activities 16 2 037 217 517 551
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for capital assets 8 (17 874) (15 011)
Proceeds from sale of capital assets 2.3 53 16
(Increase)/decrease in loans - -
(Increase)/decrease in investments - -
(Increase)/decrease in other financial assets - -
Net cash flows from investing activities (17 821) (14 995)
CASH FLOWS FROM FINANCING ACTIVITIES
Distribution/dividend received - -
Increase/(decrease) in net assets - -
Increase/(decrease) in non-current payables - -
Net cash flows from financing activities - -
Net increase/(decrease) in cash and cash equivalents 2 019 396 502 556
Cash and cash equivalents at beginning of period 1 952 942 1 450 386
Cash and cash equivalents at end of period 17 3 972 338 1 952 942
164
Department of Cooperative Governance Vote 03
Accounting Policies for the year ended 31 March 2015
Summary of significant accounting policies
The financial statements have been prepared in accordance with the following policies, which have been applied consistently in all material aspects, unless otherwise indicated.
The historical cost convention has been used, except where otherwise indicated. Management has used assessments and estimates in preparing the annual financial statements. These are based on the best information available at the time of preparation.
Where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the financial statements and to comply with the statutory requirements of the Public Finance Management Act (PFMA), Act 1 of 1999 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the PFMA and the annual Division of Revenue Act. 1 Basis of preparation
The financial statements have been prepared in accordance with the Modified Cash Standard. 2 Going concern
The financial statements have been prepared on a going concern basis.3 Presentation currency
Amounts have been presented in the currency of the South African Rand (R) which is also the functional currency of the department.
4 Rounding
Unless otherwise stated financial figures have been rounded to the nearest one thousand Rand (R’000).5 Foreign currency translation
Cash flows arising from foreign currency transactions are translated into South African Rands using the exchange rates prevailing at the date of payment / receipt.
6 Comparative information6.1 Prior period comparative information
Prior period comparative information has been presented in the current year’s financial statements. Where necessary figures included in the prior period financial statements have been reclassified to ensure that the format in which the information is presented is consistent with the format of the current year’s financial statements.
6.2 Current year comparison with budget
A comparison between the approved, final budget and actual amounts for each programme and economic classification is included in the appropriation statement.
7 Revenue7.1 Appropriated funds
Appropriated funds comprises of departmental allocations as well as direct charges against the revenue fund (i.e. statutory appropriation).
Appropriated funds are recognised in the statement of financial performance on the date the appropriation becomes effective. Adjustments made in terms of the adjustments budget process are recognised in the statement of financial performance on the date the adjustments become effective.
The net amount of any appropriated funds due to / from the relevant revenue fund at the reporting date is recognised as a payable / receivable in the statement of financial position.
7.2 Departmental revenue
Departmental revenue is recognised in the statement of financial performance when received and is subsequently paid into the relevant revenue fund, unless stated otherwise.
Any amount owing to the relevant revenue fund at the reporting date is recognised as a payable in the statement of financial position.
165
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7.3 Accrued departmental revenue
Accruals in respect of departmental revenue (excluding tax revenue) are recorded in the notes to the financial statements when:
§ it is probable that the economic benefits or service potential associated with the transaction will flow to the department; and
§ the amount of revenue can be measured reliably.
The accrued revenue is measured at the fair value of the consideration receivable.
Accrued tax revenue (and related interest and / penalties) is measured at amounts receivable from collecting agents.
8 Expenditure8.1 Compensation of employees8.1.1 Salaries and wages
Salaries and wages are recognised in the statement of financial performance on the date of payment. 8.1.2 Social contributions
Social contributions made by the department in respect of current employees are recognised in the statement of financial performance on the date of payment.
Social contributions made by the department in respect of ex-employees are classified as transfers to households in the statement of financial performance on the date of payment.
8.2 Other expenditure
Other expenditure (such as goods and services, transfers and subsidies and payments for capital assets) is recognised in the statement of financial performance on the date of payment. The expense is classified as a capital expense if the total consideration paid is more than the capitalisation threshold.
8.3 Accrued expenditure payable
Accrued expenditure payable is recorded in the notes to the financial statements when the goods are received or, in the case of services, when they are rendered to the department.
Accrued expenditure payable is measured at cost.8.4 Leases8.4.1 Operating leases
Operating lease payments made during the reporting period are recognised as current expenditure in the statement of financial performance on the date of payment.
The operating lease commitments are recorded in the notes to the financial statements. 8.4.2 Finance leases
Finance lease payments made during the reporting period are recognised as capital expenditure in the statement of financial performance on the date of payment.
The finance lease commitments are recorded in the notes to the financial statements and are not apportioned between the capital and interest portions.
Finance lease assets acquired at the end of the lease term are recorded and measured at the lower of:
§ cost, being the fair value of the asset; or
§ the sum of the minimum lease payments made, including any payments made to acquire ownership at the end of the lease term, excluding interest.
9 Aid Assistance9.1 Aid assistance received
Aid assistance received in cash is recognised in the statement of financial performance when received. In-kind aid assistance is recorded in the notes to the financial statements on the date of receipt and is measured at fair value.
Aid assistance not spent for the intended purpose and any unutilised funds from aid assistance that are required to be refunded to the donor are recognised as a payable in the statement of financial position.
9.2 Aid assistance paid
Aid assistance paid is recognised in the statement of financial performance on the date of payment. Aid assistance payments made prior to the receipt of funds are recognised as a receivable in the statement of financial position.
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10 Cash and cash equivalents
Cash and cash equivalents are stated at cost in the statement of financial position.
Bank overdrafts are shown separately on the face of the statement of financial position.
For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts.
11 Prepayments and advances
Prepayments and advances are recognised in the statement of financial position when the department receives or disburses the cash.
Prepayments and advances are initially and subsequently measured at cost.12 Loans and receivables
Loans and receivables are recognised in the statement of financial position at cost plus accrued interest, where interest is charged, less amounts already settled or written-off.
13 Investments
Investments are recognised in the statement of financial position at cost.14 Impairment of financial assets
Where there is an indication of impairment of a financial asset, an estimation of the reduction in the recorded carrying value, to reflect the best estimate of the amount of the future economic benefits expected to be received from that asset, is recorded in the notes to the financial statements.
15 Payables
Loans and payables are recognised in the statement of financial position at cost.16 Capital Assets16.1 Immovable capital assets
§ Immovable capital assets are initially recorded in the notes to the financial statements at cost. Immovable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition.
§ Where the cost of immovable capital assets cannot be determined accurately, the immovable capital assets are measured at R1 unless the fair value of the asset has been reliably estimated, in which case the fair value is used.
§ All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.
Immovable capital assets are subsequently carried at cost and are not subject to depreciation or impairment.
Subsequent expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the immovable asset is recorded by another department in which case the completed project costs are transferred to that department.
16.2 Movable capital assets
§ Movable capital assets are initially recorded in the notes to the financial statements at cost. Movable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition.
§ Where the cost of movable capital assets cannot be determined accurately, the movable capital assets are measured at fair value and where fair value cannot be determined; the movable assets are measured at R1.
§ All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.
§ Movable capital assets are subsequently carried at cost and are not subject to depreciation or impairment.
Subsequent expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the movable asset is recorded by another department/entity in which case the completed project costs are transferred to that department.
Accounting Policies for the year ended 31 March 2015
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16.3 Intangible assets
§ Intangible assets are initially recorded in the notes to the financial statements at cost. Intangible assets acquired through a non-exchange transaction are measured at fair value as at the date of acquisition.
§ Internally generated intangible assets are recorded in the notes to the financial statements when the department commences the development phase of the project.
§ Where the cost of intangible assets cannot be determined accurately, the intangible capital assets are measured at fair value and where fair value cannot be determined; the intangible assets are measured at R1.
§ All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.
§ Intangible assets are subsequently carried at cost and are not subject to depreciation or impairment.
Subsequent expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the intangible asset is recorded by another department/entity in which case the completed project costs are transferred to that department.
17 Provisions and Contingents17.1 Provisions
Provisions are recorded in the notes to the financial statements when there is a present legal or constructive obligation to forfeit economic benefits as a result of events in the past and it is probable that an outflow of resources embodying economic benefits or service potential will be required to settle the obligation and a reliable estimate of the obligation can be made. The provision is measured as the best estimate of the funds required to settle the present obligation at the reporting date.
17.2 Contingent liabilities
Contingent liabilities are recorded in the notes to the financial statements when there is a possible obligation that arises from past events, and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department or when there is a present obligation that is not recognised because it is not probable that an outflow of resources will be required to settle the obligation or the amount of the obligation cannot be measured reliably
17.3 Contingent assets
Contingent assets are recorded in the notes to the financial statements when a possible asset arises from past events, and whose existence will be confirmed by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department
17.4 Commitments
Commitments are recorded at cost in the notes to the financial statements when there is a contractual arrangement or an approval by management in a manner that raises a valid expectation that the department will discharge its responsibilities thereby incurring future expenditure that will result in the outflow of cash
18 Unauthorised expenditure
Unauthorised expenditure is recognised in the statement of financial position until such time as the expenditure is either:
§ approved by Parliament or the Provincial Legislature with funding and the related funds are received; or
§ approved by Parliament or the Provincial Legislature without funding and is written off against the appropriation in the statement of financial performance; or
§ transferred to receivables for recovery.
Unauthorised expenditure is measured at the amount of the confirmed unauthorised expenditure.
Accounting Policies for the year ended 31 March 2015
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19 Fruitless and wasteful expenditure
Fruitless and wasteful expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is equal to the total value of the fruitless and or wasteful expenditure incurred.
Fruitless and wasteful expenditure is removed from the notes to the financial statements when it is resolved or transferred to receivables for recovery.
Fruitless and wasteful expenditure receivables are measured at the amount that is expected to be recoverable and are de-recognised when settled or subsequently written-off as irrecoverable.
20 Irregular expenditure
Irregular expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is equal to the value of the irregular expenditure incurred unless it is impracticable to determine, in which case reasons therefor are provided in the note.
Irregular expenditure is removed from the note when it is either condoned by the relevant authority, transferred to receivables for recovery or not condoned and is not recoverable.
Irregular expenditure receivables are measured at the amount that is expected to be recoverable and are de-recognised when settled or subsequently written-off as irrecoverable.
21 Changes in accounting policies, accounting estimates and errors
Changes in accounting policies that are effected by management have been applied retrospectively in accordance with MCS requirements, except to the extent that it is impracticable to determine the period-specific effects or the cumulative effect of the change in policy. In such instances the department shall restate the opening balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable.
Changes in accounting estimates are applied prospectively in accordance with MCS requirements.
Correction of errors is applied retrospectively in the period in which the error has occurred in accordance with MCS requirements, except to the extent that it is impracticable to determine the period-specific effects or the cumulative effect of the error. In such cases the department shall restate the opening balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable.
22 Events after the reporting date
Events after the reporting date that are classified as adjusting events have been accounted for in the financial statements. The events after the reporting date that are classified as non-adjusting events after the reporting date have been disclosed in the notes to the financial statements.
23 Capitalisation reserve
The capitalisation reserve comprises of financial assets and/or liabilities originating in a prior reporting period but which are recognised in the statement of financial position for the first time in the current reporting period. Amounts are recognised in the capitalisation reserves when identified in the current period and are transferred to the National/Provincial Revenue Fund when the underlying asset is disposed and the related funds are received
24 Recoverable revenue
Amounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverable from a debtor in the current financial year. Amounts are either transferred to the National/Provincial Revenue Fund when recovered or are transferred to the statement of financial performance when written-off.
25 Related party transactions
A related party transaction is a transfer of resources, services or obligations between the reporting entity and a related party. Related party transactions are recorded in the notes to the financial statements when the transaction is not at arm’s length.
Accounting Policies for the year ended 31 March 2015
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Notes to the Annual Financial Statements for the year ended 31 March 2015
1. Annual Appropriation
1.1 Annual AppropriationIncluded are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for National Departments (Voted funds) and Provincial Departments:
2014/15 2013/14
Final Appropriation
Actual Funds Received
Funds not requested/
not received
Appropriationreceived
R’000 R’000 R’000 R’000
Administration 242 025 244 722 (2 697) 211 230Policy,Research and knowledge manangement
20 251 20 251 - 52 183
Governance and Intergovernmental Relations
44 610 131 44 609 936 195 40 725 499
National Disaster Manangement centre
831 415 829 417 1 998 694 439
Provincial and municipal government systems
289 533 289 153 380 291 872
Infrastructure and economic development
17 344 666 17 344 542 124 16 371 332
Traditional Affairs 115 864 115 864 - 111 702
Total 63 453 885 63 453 885 - 58 458 257
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2. Departmental revenue Note 2014/15 2013/14
R’000 R’000
Tax revenue
Sales of goods and services other than capital assets 2.1 174 175
Fines, penalties and forfeits - -
Interest, dividends and rent on land 2.2 1 -Sales of capital assets 2.3 53 16Transactions in financial assets and liabilities 2.4 1 688 1 029
Transfer received - -
Total revenue collected 1 916 1 220
Less: Own revenue included in appropriation 19
Departmental revenue collected 1 916 1 220
2.1 Sales of goods and services other than capital assetsNote 2014/15 2013/14
2 R’000 R’000
Sales of goods and services produced by the department 173 174
Sales by market establishment 173 94
Administrative fees - -
Other sales - 80
Sales of scrap, waste and other used current goods 1 1
Total 174 175
2.2 Interest, dividends and rent on land Note 2014/15 2013/14
2 R’000 R’000
Interest 1 -
Dividends - -
Rent on land - -
Total 1 -
Notes to the Annual Financial Statements for the year ended 31 March 2015
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2.3 Sale of capital assetsNote 2014/15 2013/14
2 R’000 R’000
Tangible assets 53 16
Buildings and other fixed structures 41 - -
Machinery and equipment 53 16
Specialised military assets - -
Land and subsoil assets - -
Biological assets - -
Intangible assets - -
Software - -
Mastheads and publishing titles - -
Patents, licences, copyright, brand names, trademarks - -
Recipes, formulae, prototypes, designs, models - -
Services and operating rights - -
-
Total 53 16
2.4 Transactions in financial assets and liabilitiesNote 2014/15 2013/14
2 R’000 R’000
Loans and advances
Receivables
Forex gain
Stale cheques written back
Other Receipts including Recoverable Revenue 1 688 1 029
- -
Total 1 688 1 029
3. Aid assistance Note 2014/15 2013/14
R’000 R’000
Opening Balance 34 818 34 818
Prior period error - -
As restated 34 818 34 818
Transferred from statement of financial performance - -
Transfers to or from retained funds - -
Paid during the year (34 818) -
Closing Balance - 34 818
Notes to the Annual Financial Statements for the year ended 31 March 2015
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3.1 Analysis of balance by source2014/15 2013/14
Note R’000 R’000Aid assistance from RDP 3 - 34 818
Aid assistance from other sources - -
CARA - -
Closing balance - 34 818
3.2 Analysis of balance2014/15 2013/14
Note R’000 R’000Aid assistance receivable 3 - -
Aid assistance prepayments - -
Aid assistance unutilised - -
Aid assistance repayable - -
- 34 818
Closing balance 34 818
4. Compensation of employees
4.1 Salaries and WagesNote 2014/15 2013/14
R’000 R’000
Basic salary 153 397 175 455
Performance award 2 138 3 006
Service Based 748 877
Compensative/circumstantial 4 863 6070
Periodic payments 523 1 602
Other non-pensionable allowances 49 777 57 255
Total 211 446 244 265
Notes to the Annual Financial Statements for the year ended 31 March 2015
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4.2 Social contributionsNote 2014/15 2013/14
R’000 R’000
Employer contributions
Pension 18 375 19 793
Medical 4 595 5 649
UIF - 1
Bargaining council 27 32
Official unions and associations - -
Insurance - -
Total 22 997 25 475
Total compensation of employees 234 443 269 740
Average number of employees 429 597
5. Goods and services Note 2014/15 2013/14
R’000 R’000
Administrative fees 5 964 67
Advertising 2 475 4 352
Minor assets 5.1 2 807 1 456
Bursaries (employees) 937 1 696
Catering 2 860 8 042
Communication 5 943 10 242
Computer services 5.2 17 801 21 891
Consultants: Business and advisory services 1 607 107 365 604
Infrastructure and planning services - -
Laboratory services - -
Scientific and technological services - -
Legal services - -
Contractors - 1 361 366
Agency and support / outsourced services - 715
Entertainment - -
Audit cost – external 5.3 6 872 7 571
Fleet services 1 967 1 784
Inventory - -Consumables 5.4 62 701 8 342
Housing - -
Operating leases 35 650 38 673
Property payments 5.5 14 630 9 031
Rental and hiring - 17
Transport provided as part of the departmental activities - 41
Travel and subsistence 5.6 29 295 57 717
Notes to the Annual Financial Statements for the year ended 31 March 2015
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Venues and facilities 2 128 11 767
Training and development 31 118 3 667
Other operating expenditure 5.7 1 911 2 554
Total 1 832 166 1 923 124
5.1 Minor assetsNote 2014/15 2013/14
5 R’000 R’000
Tangible assets 2 807 1 456
Buildings and other fixed structures -
Biological assets -
Heritage assets -
Machinery and equipment 2 807 1 456
Transport assets
Total 2 807 1 456
5.2 Computer servicesNote 2014/15 2013/14
5 R’000 R’000
SITA computer services 7 300 7 222
External computer service providers 10 501 14 669
Total 17 801 21 891
5.3 Audit cost – External Note 2014/15 2013/14
5 R’000 R’000
Regularity audits 6 488 7 187
Performance audits - -
Investigations 384 384
Environmental audits - -
Computer audits - -
Total 6 872 7 571
Other supplies 5.4.1 - -
Total - -
Notes to the Annual Financial Statements for the year ended 31 March 2015
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5.4 ConsumablesNote 2014/15 2013/14
5 R’000 R’000
Consumable supplies 57 322 837
Uniform and clothing 292 10
Household supplies 259 226
Building material and supplies - 1
Communication accessories - -
IT consumables 4 112 75
Other consumables 52 659 525
Stationery, printing and office supplies 5 379 7 505
Total 62 701 8 342
5.5 Property paymentsNote 2014/15 2013/14
5 R’000 R’000
Municipal services 9 915 5 690
Property management fees 2 426 1 347
Property maintenance and repairs - -
Other 2 289 1 994
Total 14 630 9 031
5.6 Travel and subsistenceNote 2014/15 2013/14
5 R’000 R’000
Local 21 823 53 776
Foreign 7 472 3 941
Total 29 295 57 717
5.7 Other operating expenditureNote 2014/15 2013/14
5 R’000 R’000
Professional bodies, membership and subscription fees 2 30
Resettlement costs 313 238
Other 1 596 2 286
Total 1 911 2 554
Notes to the Annual Financial Statements for the year ended 31 March 2015
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6. Payments for financial assetsNote 2014/15 2013/14
R’000 R’000
Material losses through criminal conduct - -
Theft - -
Other material losses - -
Purchase of equity - -
Extension of loans for policy purposes - -
-Other material losses written off 6.1 262 418
Debts written off - -
Forex losses - -
Debt take overs - -
Losses on GFECRA - -
Total 262 418
6.1 Other material losses written offNote 2014/15 2013/14
6 R’000 R’000
Nature of losses
Air TicketsCar accidentsTax debt salary overpayment
17884
18821218
Total 262 418
7. Transfers and subsidies2014/15 2013/14R’000 R’000
Note
Provinces and municipalities 47, 48 56 901 350 53 811 709Departmental agencies and accounts Annex 1B 481 822 362 449Higher education institutions Annex 1C - -Foreign governments and international organisations Annex 1E 238 400Public corporations and private enterprises Annex 1D - -Non-profit institutions Annex 1F 9 280 13 888Households Annex 1G 349 4 833Total 57 393 039 54 193 279
Unspent funds transferred to the above beneficiaries
Notes to the Annual Financial Statements for the year ended 31 March 2015
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8. Expenditure for capital assets Note 2014/15 2013/14
R’000 R’000
Tangible assets 17 874 15 011
Buildings and other fixed structures - -
Heritage assets 27 - -
Machinery and equipment 27 17 874 15 011Specialised military assets 27 - -Land and subsoil assets - -Biological assets 27 - -
Intangible assetsSoftware - -Mastheads and publishing titles - -Patents, licences, copyright, brand names, trademarks - -Recipes, formulae, prototypes, designs, models - -Services and operating rights - -
Total 17 874 15 011
The following amounts have been included as project costs in Expenditure for capital assets
- -
Compensation of employees - -
Goods and services - -
Total - -
8.1 Analysis of funds utilised to acquire capital assets – 2014/15
Voted funds Aid assistance TotalR’000 R’000 R’000
Tangible assets 17 874 19 789
Buildings and other fixed structures - - -Heritage assets - - -Machinery and equipment 17 874 - 19 789Specialised military assets - - -Land and subsoil assets - - -Biological assets - - -
Intangible assetsSoftware - - -Mastheads and publishing titles - - -Patents, licences, copyright, brand names, trademarks
- - -
Recipes, formulae, prototypes, designs, models
- - -
Services and operating rights - - -
- - -
Total 17 874 - 19 789
Notes to the Annual Financial Statements for the year ended 31 March 2015
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8.2 Analysis of funds utilised to acquire capital assets – 2013/14
Voted funds Aid assistance TotalR’000 R’000 R’000
Tangible assets 15 011 15 011
Buildings and other fixed structures -
Heritage assets - - -Machinery and equipment 15 011 - 15 011Specialised military assets - - -Land and subsoil assets - - -Biological assets - - -
Intangible assetsSoftware - - -Mastheads and publishing titles - - -Patents, licences, copyright, brand names, trademarks - - -Recipes, formulae, prototypes, designs, models - - -Services and operating rights - - -
Total 15 011 - 15 011
8.3 Finance lease expenditure included in Expenditure for capital assetsNote 2014/15 2013/14
R’000 R’000
Tangible assets
Buildings and other fixed structures - -
Heritage assets - -
Machinery and equipment 2 895 2 852
Specialised military assets - -
Land and subsoil assets - -
Biological assets - -
- -
Total 2 895 2 852
Notes to the Annual Financial Statements for the year ended 31 March 2015
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9. Unauthorised expenditure
9.1 Reconciliation of unauthorised expenditureNote 2014/15 2013/14
R’000 R’000
Opening balance 1 123 1 123
Prior period error
As restated 1 123 1 123
Unauthorised expenditure – discovered in current year (as restated)
- -
Less: Amounts approved by Parliament/Legislature with funding
- -
Less: Amounts approved by Parliament/Legislature without funding
- -
Capital - -
Current - -
Transfers and subsidies - -
Less: Amounts transferred to receivables for recovery 15 - -Unauthorised expenditure awaiting authorisation / written off
1 123 1 123
Analysis of awaiting authorisation per economic classification
Capital
Current
Transfers and subsidies
Total
9.2 Analysis of unauthorised expenditure awaiting authorisation per economic classification2014/15 2013/14R’000 R’000
Capital 1 123 1 123
Current - -
Transfers and subsidies - -
Total 1 123 1 123
9.3 Analysis of unauthorised expenditure awaiting authorisation per type2014/15 2013/14R’000 R’000
Unauthorised expenditure relating to overspending of the vote or a main division within a vote
1 123 1 123
Unauthorised expenditure incurred not in accordance with the purpose of the vote or main division
- -
Total 1 123 1 123
Notes to the Annual Financial Statements for the year ended 31 March 2015
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10. Cash and cash equivalentsNote 2014/15 2013/14
R’000 R’000
Consolidated Paymaster General Account 3 972 322 1 952 942
Cash receipts - -
Disbursements - -
Cash on hand 16 -
Investments (Domestic) - -
Investments (Foreign) - -
Total 3 972 338 1 952 942
An amount of R 91 million is held in a separate Standard bank account. The amount is solely for the payment of CWP wages which did not disburse as at 31 March 2015 but will be cleared in the subsequent months.
11. Prepayments and advancesNote 2014/15 2013/14
R’000 R’000
Staff advances - 7
Travel and subsistence 76 167
Prepayments - -
Advances paid 11.1 150 104
SOCPEN advances - -
Total 226 278
11.1 Advances paidNote 2014/15 2013/1411 R’000 R’000
National departmentsAnnexure
8A150 104
Provincial departments - -
Public entities - -
Other entities - -
Total 150 104
Notes to the Annual Financial Statements for the year ended 31 March 2015
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12. Receivables2014/15 2013/14
R’000 R’000 R’000 R’000 R’000
NoteLess than one year
One to three years
Older than three
yearsTotal Total
Claims recoverable12.1
Annex 488 992 142 14 89 148 229
Staff debt 12.2 856 1 713 464 3 033 2 937
Other debtors 12.3 6 2 399 2 405 135 457
Total 89 848 1 861 2 877 94 586 138 623
12.1 Claims recoverableNote 2014/15 2013/1412 R’000 R’000
National departments 13 811 229
Provincial departments 198 -
Foreign governments -
Public entities 2 652 -
Private enterprises -
Higher education institutions -
Households and non-profit institutions -
Local governments 72 487 -
Total 89 148 229
12.2 Staff debtNote 2014/15 2013/1412 R’000 R’000
Tax debtBursary debtCar accidentsTelephone debtDebt accountSalary reversal controlUnauthorised use of government vehicleOtherDebt receivable incomeSalary acb recalls
6-
1 717448850
----
12
38-
1 790-
65587
-311
-56
Total 3 033 2 937
Notes to the Annual Financial Statements for the year ended 31 March 2015
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12.3 Other debtorsNote 2014/15 2013/1412 R’000 R’000
VAT input Account: CLSal: Medical AidDisallowance Miscellaneous :CA
2 3996-
2 3995
133 053
2 405 135 457
12.4 Impairment of receivables2014/15 2013/14R’000 R’000
Estimate of impairment of receivables 2 877 227
Total 2 877 227
13. Voted funds to be surrendered to the Revenue FundNote 2014/15 2013/14
R’000 R’000
Opening balance 2 056 685 1 419 117
Prior period error
As restated 2 056 685 1 419 117
Transfer from statement of financial performance (as restated) 3 976 101 2 057 335
Add: Unauthorised expenditure for current year 9 - -Voted funds not requested/not received 1.1 - (650)Transferred to retained revenue to defray excess expenditure (PARLIAMENT/LEGISLATURES ONLY)
- -
Paid during the year (2 056 685) (1 419 117)
Closing balance 3 976 101 2 056 685
14. Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund2014/15 2013/14R’000 R’000
Opening balance 906 123
Prior period error
As restated 906 123
Transfer from Statement of Financial Performance (as restated) 1 916 1 220
Own revenue included in appropriation - -
Transfer from aid assistance - -
Transfer to voted funds to defray expenditure (Parliament/Legislatures ONLY)
- -
Paid during the year (2 770) (437)
Closing balance 52 906
Notes to the Annual Financial Statements for the year ended 31 March 2015
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15. Payables – currentNote 2014/15 2013/14
R’000 R’000
Amounts owing to other entities - -
Advances received - -
Clearing accounts 15.1 91 279 80
Other payables 15.2 841 477
Total 92 120 557
15.1 Clearing accountsNote 2014/15 2013/1415 R’000 R’000
Salary Deduction Disallowance Acc: CA 22 28
Sal: Reversal Control :CATax DebtTravel and Subsistence AdvanceDisallowance MiscellaneousCWP Wage Account
21---
91 236
-14371-
Total 91 279 80
An amount of R 91 million is held in a separate Standard bank account. The amount is solely for the payment of CWP wages which did not disburse as at 31 March 2015 but will be cleared in the subsequent months.
15.2 Other payablesNote 2014/15 2013/1415 R’000 R’000
Debt Receivable IncomePension Recoverable AccSal: Income Tax: CLSal: Pension Fund
436
76932
956
38428
(Identify major categories, but list material amounts)
Total 841 477
Notes to the Annual Financial Statements for the year ended 31 March 2015
184
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16. Net cash flow available from operating activitiesNote 2014/15 2013/14
R’000 R’000
Net surplus/(deficit) as per Statement of Financial Performance 3 978 017 2 056 957
Add back non cash/cash movements not deemed operating activities (1 940 800) (1 539 406)
(Increase)/decrease in receivables – current 44 037 (133 101)
(Increase)/decrease in prepayments and advances 52 142
(Increase)/decrease in other current assets - -
Increase/(decrease) in payables – current 91 563 154
Proceeds from sale of capital assets (53) (16)
Proceeds from sale of investments -
(Increase)/decrease in other financial assets - -
Expenditure on capital assets 17 874 15 011
Surrenders to Revenue Fund (2 059 455) (1 419 554)
Surrenders to RDP Fund/Donor (34 818) (1 392)
Voted funds not requested/not received (650)
Own revenue included in appropriation -
Other non-cash items -
Net cash flow generated by operating activities 2 037 217 517 551
17. Reconciliation of cash and cash equivalents for cash flow purposesNote 2014/15 2013/14
R’000 R’000
Consolidated Paymaster General account 3 972 322 1 952 942
Fund requisition account - -
Cash receipts - -
Disbursements - -
Cash on hand 16 -
Cash with commercial banks (Local) - -
Cash with commercial banks (Foreign) - -
Total 3 972 338 1 952 942
Notes to the Annual Financial Statements for the year ended 31 March 2015
185
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18. Contingent liabilities and contingent assets
18.1 Contingent liabilitiesNote 2014/15 2013/14
R’000 R’000
Liable to NatureMotor vehicle guarantees Employees Annex 3A - -Housing loan guarantees Employees Annex 3A 11 11
Other guarantees Annex 3A -
-Claims against the department Annex 3B 877 200Intergovernmental payables (unconfirmed balances) Annex 5 556 1 095
Environmental rehabilitation liability Annex 3B -
Other Annex 3B -
Total 1 444 1 306
DML facilitators and consulting instituted action against the department claiming relief of R169,855.00 for additional services rendered. LIMA Rural development Foundation issued summons against the minister for breach of contract in the amount of R706,942.18
19. CommitmentsNote 2014/15 2013/14
R’000 R’000
Current expenditure
Approved and contracted 319 850 63 950
Approved but not yet contracted 23 085 519 320
342 935 583 270
Capital expenditure
Approved and contracted 40 1 720
Approved but not yet contracted - -
40 1 720
Total Commitments 342 975 584 990
Notes to the Annual Financial Statements for the year ended 31 March 2015
186
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20. Accruals and payables not recognised2014/15 2013/14R’000 R’000
Listed by economic classification
30 Days 30+ Days Total TotalGoods and services 279 996 60 106 340 102 43 972Interest and rent on land - - - -Transfers and subsidies - 24 24 3209Capital assets 999 72 1 071 505
Total 280 995 60 202 341 197 47 686
Note 2014/15 2013/14
R’000 R’000Listed by programme levelProgramme 1:AdministrationProgramme 2:Policy,Research and Knowledge ManagementProgramme3:governance and intergovernmental RelationsProgramme 4: Disaster Response ManagementProgramme 5:Prov and Mun Govt SystemsProgramme 6:Infra & Economic DevelopmentProgramme 7: Traditional Affairs
22 53191
8295 5531 283
310 910-
21 1338 4403 2812 489
58410 592
167
Total 341 197 47 686
Note 2014/15 2013/14
R’000 R’000Confirmed balances with other departments Annex 5 - 162Confirmed balances with other government entities Annex 5 - -
Total - 162
Accrual mainly relate to CWP payments that were not made at year end.
21. Employee benefitsNote 2014/15 2013/14
R’000 R’000
Leave entitlement 7 741 9 154
Service bonus (Thirteenth cheque) 5 641 6 042
Performance awards 4 077 3 849
Capped leave commitments 5 867 7 904
Other - -
Total 23 326 26 949
Notes to the Annual Financial Statements for the year ended 31 March 2015
187
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22. Lease commitments
22.1 Operating leases expenditure
2014/15Specialised
military equipment
LandBuildings and
other fixed structures
Machinery and
equipmentTotal
Not later than 1 year - - 31 297 31 297
Later than 1 year and not later than 5 years
- - 32 797 32 797
Later than five years - - -
Total lease commitments - - 64 094 64 094
2013/14Specialised
military equipment
LandBuildings and
other fixed structures
Machinery and
equipmentTotal
Not later than 1 year - - 29 887 - 29 887Later than 1 year and not later than 5 years
- - 63 884 - 63 884
Later than five years - - - - -Total lease commitments - - 93 771 - 93 771
Operating lease relates to lease of office buildings.
22.2 Finance leases expenditure**
2014/15Specialised
military equipment
LandBuildings and
other fixed structures
Machinery and
equipmentTotal
Not later than 1 year - - - 1 167 1 167Later than 1 year and not later than 5 years
- - - 743 743
Later than five years - - - - -Total lease commitments - - - 1 910 1 910
2013/14Specialised
military equipment
Land
Buildings and other fixed structures
Machinery and
equipmentTotal
Not later than 1 year 2 557 2 557
Later than 1 year and not later than 5 years
1 199 1 199
Later than five years - -
Total lease commitments 3 756 3 756
**This note excludes leases relating to public private partnership as they are separately disclosed to note no.35.
Finance lease relate to photocopiers and cell phones
Notes to the Annual Financial Statements for the year ended 31 March 2015
188
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23. Irregular expenditure
23.1 Reconciliation of irregular expenditureNote 2014/15 2013/14
R’000 R’000
Opening balance 417 073 727 438
Prior period error -
As restated 417 073 727 438
Add: Irregular expenditure – relating to prior year 185 282
Add: Irregular expenditure – relating to current year 155 375 403 600
Less: Prior year amounts condoned -
Less: Current year amounts condoned (94 630)
Less: Amounts not condoned and recoverable 15 -
Less: Amounts not condoned and not recoverable (22 393) (804 617)
Closing balance 550 055 417 073
Analysis of awaiting condonation per age classification
Current year 132 982 63 033
Prior years 417 073 354 040
Total 550 055 417 073
23.2 Details of irregular expenditure – current year
Incident Disciplinary steps taken/criminal proceedings2014/15R’000
Non-compliance to SCM relating to Other 25 668
Non-compliance to SCM relating to CWP 129 707
Total 155 375
23.3 Details of irregular expenditure condoned
Incident Condoned by (condoning authority)2013/14R’000
Total -
Notes to the Annual Financial Statements for the year ended 31 March 2015
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23.4 Details of irregular expenditure recoverable (not condoned)
Incident2014/15R’000
Total -
23.5 Details of irregular expenditure not recoverable (not condoned)
Incident Not condoned by (condoning authority)2014/15R’000
CWP relating to 2013/14 paid in 2014/15 22 393
Total 22 393
23.6 Details of irregular expenditures under investigation
Incident2014/15R’000
Non compliance to SCM relating to OtherNon compliance to SCM relating to CWP
420 348129 707
Total 550 055
24. Fruitless and wasteful expenditure
24.1 Reconciliation of fruitless and wasteful expenditure Note 2014/15 2013/14
R’000 R’000
Opening balance 8 2
Prior period error -
As restated 8 2
Fruitless and wasteful expenditure – relating to prior year -
Fruitless and wasteful expenditure – relating to current year 6
Less: Amounts resolved -
Less: Amounts transferred to receivables for recovery 15.6 -
Fruitless and wasteful expenditure awaiting resolution 8 8
Notes to the Annual Financial Statements for the year ended 31 March 2015
190
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24.2 Analysis of awaiting resolution per economic classification2014/15 2013/14R’000 R’000
Current 8 8
Capital - -
Transfers and subsidies - -
Total 8 8
24.3 Analysis of Current year’s fruitless and wasteful expenditure
Incident Disciplinary steps taken/criminal proceedings2014/15R’000
-
-
-
Total -
25. Related party transactionsPayments made Note 2014/15 2013/14
R’000 R’000
Goods and services 127 441 35 738
Interest and rent on land
Expenditure for capital assets
Payments for financial assets
Transfers
Total 127 441 35 738
Related party transaction relates to department of Traditional Affair and MISA.
26. Key management personnelNo. of
Individuals2014/15 2013/14
R’000 R’000
Political office bearers (provide detail below)
Officials:
Level 15 to 16 4 5 696 5 281Level 14 (incl. CFO if at a lower level) 8 10 688 16 063
Family members of key management personnel 41 40 664 45 694
Total 57 048 67 038
Notes to the Annual Financial Statements for the year ended 31 March 2015
191
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27. Movable Tangible Capital Assets
MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015
Opening balance
Additions DisposalsClosing Balance
R’000 R’000 R’000 R’000
HERITAGE ASSETS 80 111 - 191
Heritage assets 80 111 - 191
MACHINERY AND EQUIPMENT 69 561 16 132 4 813 80 880
Transport assets 10 606 - 114 10 492
Computer equipment 43 613 8 334 3 439 48 508
Furniture and office equipment 8 421 2 290 64 10 647
Other machinery and equipment 6 921 5 508 1 196 11 233
- - -
SPECIALISED MILITARY ASSETS - - - -
Specialised military assets - - - -
BIOLOGICAL ASSETS
Biological assets - - - -
Capital Work-in-progress (Effective 1 April 2016)
- - - -
TOTAL MOVABLE TANGIBLE CAPITAL ASSETS
69 641 16 243 4 813 81 071
Movable Tangible Capital Assets under investigationNumber Value
R’000Included in the above total of the movable tangible capital assets per the asset register are assets that are under investigation:
Heritage assets -
Machinery and equipment -
Specialised military assets -
Biological assets -
Notes to the Annual Financial Statements for the year ended 31 March 2015
192
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27.1 Additions
ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015
Cash* Non-cash**
(Capital Work in Progress
current costs and
finance lease payments)
Received current, not
paid(Paid current year, received
prior year)
Total
R’000 R’000 R’000 R’000 R’000
HERITAGE ASSETS 111 - - - 111Heritage assets 111 - - - 111
MACHINERY AND EQUIPMENT
17 769 1 309 (2 895) (51) 16 132
Transport assets - - -
Computer equipment 7 456 1 322 (556) 112 8 334Furniture and office equipment 3 383 (569) (361) (163) 2 290
Other machinery and equipment 6 930 556 (1 978) 5 508
SPECIALISED MILITARY ASSETSSpecialised military assets
BIOLOGICAL ASSETS
Biological assets
TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS
17 880 1 309 (2 895) (51) 16 243
Notes to the Annual Financial Statements for the year ended 31 March 2015
193
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27.2 DisposalsDISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015
Sold for cashTransfer out or destroyed or
scrappedTotal disposals
Cash Received Actual
R’000 R’000 R’000 R’000
HERITAGE ASSETS - - - -Heritage assets - - - -
MACHINERY AND EQUIPMENT 114 4 699 4 813 53
Transport assets 114 114 52
Computer equipment - 3 439 3 439 1Furniture and office equipment - 64 64 -Other machinery and equipment - 1 196 1 196 -
SPECIALISED MILITARY ASSETS - - -
Specialised military assets - - - -
- - - -
BIOLOGICAL ASSETS - - - -Biological assets - - - -
- -
TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS
114 4 699 4 813 53
Notes to the Annual Financial Statements for the year ended 31 March 2015
194
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27.3 Movement for 2013/14MOVEMENT IN TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015
Opening balance
Prior period error
Additions DisposalsClosing Balance
R’000 R’000 R’000 R’000 R’000
HERITAGE ASSETS 80 - - - 80Heritage assets 80 - - - 80
- - -
MACHINERY AND EQUIPMENT 62 821 (213) 12 733 5 780 69 409Transport assets 9 438 - 1 306 138 10 606Computer equipment 36 924 (77) 10 013 3 247 43 613Furniture and office equipment 8 677 (54) 1 137 1 339 8 421Other machinery and equipment 7 782 (82) 277 1 056 6 921
SPECIALISED MILITARY ASSETS - - - - -Specialised military assets - - - - -
- - - - -
BIOLOGICAL ASSETS - - - - -Biological assets - - - - -
- - - - -
TOTAL MOVABLE TANGIBLE CAPITAL ASSETS
62 901 (213) 12 733 5 780 69 641
Notes to the Annual Financial Statements for the year ended 31 March 2015
195
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27.4 Minor assetsMOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2015
Specialised military assets
Intangible assets
Heritage assets
Machinery and
equipment
Biological assets Total
R’000 R’000 R’000 R’000 R’000 R’000
Opening balance - 62 1 147 17 360 - 18 569Additions - - 41 2 046 - 2 087Disposals - 28 - 487 - 515 TOTAL MINOR ASSETS - 34 1 188 18 919 - 20 141
Specialised military assets
Intangible assets
Heritage assets
Machinery and
equipment
Biological assets Total
Number of R1 minor assets
- - 427 3 - 430
Number of minor assets at cost
- 17 2 340 13 188 - 15 545
TOTAL NUMBER OF MINOR ASSETS - 17 2 767 13 191 - 15 975
MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2015
Specialised military assets
Intangible assets
Heritage assets
Machinery and
equipment
Biological assets Total
R’000 R’000 R’000 R’000 R’000 R’000
Opening balance - 64 1 000 16 601 - 17 665
Prior period error - (2) 147 147 - 292
Additions - - - 2 526 - 2 526
Disposals - - - 1 914 1 914 -
TOTAL MINOR ASSETS 62 1 147 17 360 - 18 569
Notes to the Annual Financial Statements for the year ended 31 March 2015
196
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28. Intangible Capital AssetsMOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015
Opening balance
Additions DisposalsClosing Balance
R’000 R’000 R’000 R’000
SOFTWARE 3 625 - 759 2 866
TOTAL INTANGIBLE CAPITAL ASSETS 3 625 - 759 2 866
Intangible Capital Assets under investigationNumber Value
R’000Included in the above total of the intangible capital assets per the asset register are assets that are under investigation:Software -
Mastheads and publishing titles -
Patents, licences, copyright, brand names, trademarks -
Recipes, formulae, prototypes, designs, models -
Services and operating rights -
28.1 DisposalsDISPOSALS OF INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015
Sold for cash
Transfer out or
destroyed or scrapped
Total disposals
Cash Received
Actual
R’000 R’000 R’000 R’000
SOFTWARE - 759 759 -
TOTAL DISPOSALS OF INTANGIBLE CAPITAL ASSETS
- 759 759 -
28.2 Movement for 2013/14MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015
Opening balance
Prior period error
Additions DisposalsClosing Balance
R’000 R’000 R’000 R’000 R’000
SOFTWARE 3 739 - - 114 3 625
TOTAL INTANGIBLE CAPITAL ASSETS
3 739 114 3 625
Notes to the Annual Financial Statements for the year ended 31 March 2015
197
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29. Prior period errors
29.1 Correction of prior period errors Note 2014/15
R’000
Revenue: (E.g. Annual appropriation, Departmental revenue, Aid assistance, etc.)Line item 1 affected by the change
Line item 2 affected by the change
Line item 3 affected by the change
Net effect
Notes to the Annual Financial Statements for the year ended 31 March 2015
198
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Sum
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15 7
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15 7
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10 2
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--
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9
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9 5
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5
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199
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Pa
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15 7
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31.
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con
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202
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31. S
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con
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203
Co
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Ch
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PA
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ALI
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S (
con
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204
Ch
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205
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con
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206
Ch
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31. S
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207
Co
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• 2
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Ch
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con
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208
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209
Co
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20
15
31. S
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GR
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PA
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UN
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S (
con
t.)
210
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20
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31. S
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con
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211
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014
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20
15
31. S
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GR
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PA
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UN
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con
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212
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d 3
1 M
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20
15
31. S
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ON
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AL
GR
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PA
ID T
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UN
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ALI
TIE
S (
con
t.)
213
Co
op
era
tive
Go
vern
an
ce A
nnu
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ep
ort
• 2
014
| 20
15 •
Ch
ap
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5 •
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: Fin
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Div
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of
Rev
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ear
en
de
d 3
1 M
arch
20
15
31. S
TAT
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EN
T O
F C
ON
DIT
ION
AL
GR
AN
TS
PA
ID T
O M
UN
ICIP
ALI
TIE
S (
con
t.)
214
Ch
ap
ter
5D
ep
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me
nt
of
C
oo
pe
rati
ve G
ove
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nce
Vo
te 0
3
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Rev
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Ad
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sfer
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ear
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de
d 3
1 M
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20
15
31. S
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F C
ON
DIT
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AL
GR
AN
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PA
ID T
O M
UN
ICIP
ALI
TIE
S (
con
t.)
215
Co
op
era
tive
Go
vern
an
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nnu
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• 2
014
| 20
15 •
Ch
ap
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93
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-9
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241
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89
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34
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93
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49
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Co
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93
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Co
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Go
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• 2
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| 20
15 •
Ch
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34
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221
Co
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nnu
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• 2
014
| 20
15 •
Ch
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5 •
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93
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93
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Mun
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223
Co
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Go
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• 2
014
| 20
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Ch
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225
Co
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Go
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nnu
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• 2
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| 20
15 •
Ch
ap
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Pa
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93
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93
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93
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(co
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237
Co
op
era
tive
Go
vern
an
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nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
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5 •
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770
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6 2
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1 3
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115
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80
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2 0
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22
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(co
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239
Co
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era
tive
Go
vern
an
ce A
nnu
al R
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ort
• 2
014
| 20
15 •
Ch
ap
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5 •
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241
Co
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era
tive
Go
vern
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nnu
al R
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• 2
014
| 20
15 •
Ch
ap
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2 1
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13
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92
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21 4
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65
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16 1
40
82
9 7
94
82
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82
9 7
94
52
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33
63
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--
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City
of Jo
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157
727
157
727
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727
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110
681
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151
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5
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29
83
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29
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25
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6 0
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95
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35
567
35
567
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567
20
40
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251
34
251
34
251
34
227
80
95
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62
40
2
Mer
afon
g C
ity57
92
957
92
957
92
957
92
937
621
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410
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53
318
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427
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3 3
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21 8
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21 8
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13 9
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(co
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242
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415
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11 9
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9 8
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11 7
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Msu
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163
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89
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154
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i16
251
16 2
5116
251
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515
961
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14 4
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Ric
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49
317
49
317
49
317
49
310
35
45
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26
497
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497
26
497
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410
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03
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318
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5
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401
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25
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20
46
4
Um
tshe
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28
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28
917
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161
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26
537
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537
26
537
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21 5
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174
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38
314
38
314
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314
38
36
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13 3
11
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29
22
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22
22
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9 2
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36
513
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513
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513
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513
25
137
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4
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25
497
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497
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497
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497
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DM
179
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179
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179
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179
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128
277
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cast
le10
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107
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010
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20
107
32
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3 7
35
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EM
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05
09
05
09
05
09
05
07
177
79%
9 9
32
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MU
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(co
nt.)
243
Co
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era
tive
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vern
an
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nnu
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• 2
014
| 20
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Ch
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5 •
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29
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381
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land
DM
221
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22
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241
62
22
41 6
22
20
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41 6
22
146
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2 4
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11 1
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9 5
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29
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42
9 5
24
29
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415
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06
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23
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215
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313
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318
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14 5
96
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28
12 6
68
12 6
68
12 6
68
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99
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37 4
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96
37 4
96
37 4
96
23
247
62
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2 5
67
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12 6
1012
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12 6
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610
9 8
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ndla
21 5
82
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31 5
82
31 5
82
10 0
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31 5
82
14 7
48
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2 0
63
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00
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4 0
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144
06
314
4 0
63
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03
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43
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32
957
32
957
32
957
32
957
24
551
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29
347
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a47
941
47 9
4147
941
47 9
413
8 4
00
80
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841
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(co
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244
Ch
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93
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hum
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4 9
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621
23
497
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497
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497
12 0
24
51%
21 6
21
Kwa
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i9
08
37
478
7 4
787
478
5 3
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ater
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18 3
42
16 5
45
16 5
45
16 5
45
9 4
62
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18 3
42
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2 0
38
23
55
32
3 5
53
23
55
317
713
75
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5 7
0741
03
341
03
341
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8 1
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wal
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3 6
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7 0
28
187
02
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7 0
28
128
49
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173
618
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l3
207
141
14 1
314
9 1
183
270
39
03
270
39
015
3 0
00
3 2
70 4
20
2 0
73 6
576
3%
3 1
79 0
29
Gre
ater
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56
04
610
00
06
6 0
46
66
04
610
00
06
6 0
46
56
86
68
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47 1
15
Gre
ater
Let
aba
53
44
05
3 4
40
53
44
05
3 4
40
17 9
49
34
%4
6 9
50
Gre
ater
Tza
neen
87 0
83
24
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011
1 0
83
111
08
32
4 0
00
111
08
34
3 2
23
39
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247
Ba-
Phal
abor
wa
29
76
92
9 7
69
29
76
92
9 7
69
15 6
48
53
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5 6
14
Mar
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g2
5 3
09
5 0
00
30
30
93
0 3
09
5 0
00
30
30
92
3 5
1878
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8 6
47
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29
49
0-2
90
00
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9 4
90
139
49
013
9 4
90
24
18
617
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5 5
82
Mus
ina
18 9
43
18 9
43
18 9
43
18 9
43
10 7
69
57%
16 8
44
Mut
ale
24
05
82
4 0
58
24
05
82
4 0
58
8 5
86
36
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0 7
83
Thul
amel
a12
6 4
60
126
46
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6 4
60
126
46
05
6 6
46
45
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3 3
56
Mak
hado
107
087
107
087
107
087
107
087
37 3
153
5%
89
20
0
Vhe
mbe
DM
48
6 5
102
0 0
00
50
6 5
105
06
510
20
00
05
06
510
25
5 7
00
50
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24
56
5
Blo
uber
g3
8 4
08
5 0
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43
40
84
3 4
08
5 0
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43
40
82
2 7
195
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34
56
5
Aga
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32
157
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27 1
5727
157
27 1
578
59
83
2%
29
13
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20
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ITIO
NA
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RA
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IES
(co
nt.)
245
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
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5 •
Pa
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22
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ater
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61 7
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451
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3
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49
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72 7
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82
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18 2
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6
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318
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20
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246
Ch
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Dip
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17 9
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Ger
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--
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3 5
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46
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327
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45
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86
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4
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29
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181
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20
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NA
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TO
MU
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IPA
LIT
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(co
nt.)
247
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
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an
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9 6
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11 1
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7 7
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09
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9 7
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14 7
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60
14 7
60
14 7
60
8 4
60
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14 2
82
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7 8
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43
7 8
43
7 8
45
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(co
nt.)
248
Ch
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Ga-
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51 0
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5 9
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9 5
414
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6
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196
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6 5
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196
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319
6 5
93
135
63
26
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29
3
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2 7
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156
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0 8
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110
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4 5
41
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27 4
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27 4
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56
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34
62
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30
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579
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ka M
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ema
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28
3 8
52
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96
42
47 8
88
247
88
82
47 8
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131
367
53
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317
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16 0
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513
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0 0
512
2 4
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10
6
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14 9
9110
318
25
30
92
5 3
09
10 3
182
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09
11 0
134
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92
Gre
ater
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4 1
92
15 0
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59
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35
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Lekw
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15
214
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214
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214
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212
314
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79
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397
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8 3
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28
38
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8 3
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22
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34
6D
r R
uth
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132
64
02
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47 6
152
03
65
52
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65
547
615
20
3 6
55
121
718
60
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0 7
39
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21 9
04
-2 3
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19 6
04
19 6
04
19 6
04
8 2
614
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23
087
An
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20
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ITIO
NA
L G
RA
NT
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AID
TO
MU
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IPA
LIT
IES
(co
nt.)
249
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
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| 20
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Co
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014
| 20
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tein
Loc
al M
unic
ipal
ityTe
mbi
sile
Mun
icip
ality
Mhl
ontlo
Mun
icip
ality
- - - - -
- - - - -
2 7
94 73 69
67 8
45
4 5
00
-73 69 - -
2 7
94 73 69
67 8
45
4 5
00
- - - - -
-73 69 - -
75 2
8114
275
281
142
TOTA
L89 1
4715
689 1
4715
6
* Fo
r th
e C
ash
in t
ran
sit
colu
mn
s -
Ple
ase
not
e th
e fo
llow
ing:
- P
rovi
ncia
l dep
artm
ents
mus
t on
ly refl
ect
rece
ipts
fro
m d
epar
tmen
ts w
ithin
the
ir pr
ovin
ce
- N
atio
nal d
epar
tmen
ts m
ust
only
refl
ect
rece
ipts
fro
m o
ther
nat
iona
l dep
artm
ents
.
An
ne
xure
s to
th
e A
nn
ua
l Fin
an
cia
l Sta
tem
en
ts fo
r th
e y
ear
en
de
d 3
1 M
arch
20
15
257
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
AN
NE
XU
RE
5: I
NT
ER
-GO
VE
RN
ME
NT
PA
YA
BLE
S
Gov
ern
men
t En
tity
Con
firm
ed b
alan
ce
outs
tan
din
gU
nco
nfi
rmed
bal
ance
ou
tsta
nd
ing
TOTA
LC
ash
in t
ran
sit
at y
ear
end
2
014
/15
*
31/0
3/2
015
31/0
3/2
014
31/0
3/2
015
31/0
3/2
014
31/0
3/2
015
31/0
3/2
014
Pay
men
t d
ate
up
to
six
(6)
wor
kin
g d
ays
bef
ore
year
en
dA
mou
nt
R’0
00
R’0
00
R’0
00
R’0
00
R’0
00
R’0
00
R’0
00
DE
PAR
TM
EN
TS
Cu
rren
t
Dep
artm
ent
of p
erfo
rman
ce m
onito
ring
and
eval
uatio
nD
epar
tmen
t of
tra
de a
nd in
dust
ryD
epar
tmen
t of
Tou
rism
Gau
teng
pro
vinc
ial T
reas
ury
525 8 8 15
525 8 8 15
Su
bto
tal
556
556
Tota
l556
556
An
ne
xure
s to
th
e A
nn
ua
l Fin
an
cia
l Sta
tem
en
ts fo
r th
e y
ear
en
de
d 3
1 M
arch
20
15
258
Ch
ap
ter
5D
ep
art
me
nt
of
C
oo
pe
rati
ve G
ove
rna
nce
Vo
te 0
3
AN
NE
XU
RE
6: I
NV
EN
TOR
IES
Inve
nto
ryN
ote
Qu
anti
ty2
014
/15
Qu
anti
ty2
013
/14
R’0
00
R’0
00
Ope
ning
bal
ance
55 8
45
320
90 0
94
387
Add
/(Le
ss):
Adj
ustm
ents
to
prio
r ye
ar b
alan
ce-
--
-
Add
: A
dditi
ons/
Purc
hase
s -
Cas
h43 2
25
869
25 8
23
64
4
Add
: A
dditi
ons
- N
on-c
ash
(46)
--
-
(Les
s): D
ispo
sals
--
(63)
-
(Les
s): I
ssue
s(5
1 6
97)
(799)
(60 2
23)
(711
)
Add
/(Le
ss):
Adj
ustm
ents
(33 0
38)
(208)
214
-
Clo
sin
g b
alan
ce14
28
918
25
5 8
45
32
0
An
ne
xure
s to
th
e A
nn
ua
l Fin
an
cia
l Sta
tem
en
ts fo
r th
e y
ear
en
de
d 3
1 M
arch
20
15
259
Co
op
era
tive
Go
vern
an
ce A
nnu
al R
ep
ort
• 2
014
| 20
15 •
Ch
ap
ter
5 •
Pa
rt E
: Fin
an
cia
l In
form
ati
on
AN
NE
XU
RE
8A
: IN
TE
R-E
NT
ITY
AD
VA
NC
ES
PA
ID (
not
e 14
)
Enti
ty
Con
firm
ed b
alan
ce
outs
tan
din
gU
nco
nfi
rmed
bal
ance
ou
tsta
nd
ing
Tota
l
31/0
3/2
015
31/0
3/2
014
31/0
3/2
015
31/0
3/2
014
31/0
3/2
015
31/0
3/2
014
R’0
00
R’0
00
R’0
00
R’0
00
R’0
00
R’0
00
NA
TIO
NA
L D
EPA
RT
ME
NT
S D
epar
tmen
t of
inte
rnat
iona
l R
elat
ion
and
Coo
pera
tion
150
150
Su
bto
tal
150
150
Tota
l15
015
0
An
ne
xure
s to
th
e A
nn
ua
l Fin
an
cia
l Sta
tem
en
ts fo
r th
e y
ear
en
de
d 3
1 M
arch
20
15
Read the Annual Report for the Department of Traditional Affairs
on the reverse side of this book